Home » Learning » Leadership Tools » Leadership Tools » Leadership Roles

Leadership Roles

Call 1-800-598-7662 to learn about LRI's leadership coaching.

Leadership Roles and Goals

There are two conversations that leaders assume they can have once, and then be done with – at least or a while. Those are conversations about leadership roles and goals. Many leaders assume they can talk about them once a year or so, and that’s enough. Or so they assume.

It’s my experience, however, that conversations about roles and goals need to occur all the time. As the leader, you may think you’re repeating yourself. Yet the people hearing your views about roles and goals are gaining important new information and insights each time.  Why? First of all, roles and goals often change, so people are often operating on old information. Second, by emphasizing roles and goals, leaders provide people the confidence that someone has the big picture in mind and is managing it.

Third, and most important, most of the conflicts inside an organization are about roles and goals. Who’s the final decision maker on this program or project? How are we measuring success? Talking about roles and goals gives people a forum to surface those conflicts and resolve them. Remember, communication breaks down because the appropriate conversations are not taking place. It’s the leader’s responsibility to know what conversations are essential – and to keep having them.

Shared Leadership Roles

I’m not a fan of shared leadership roles at the top of an organization. The Sierra Club tried a “troika” system with three co-equal executives. AOL-Time Warner tried to institute a system of two co-equal leaders. Both failed. The truth is that these shared arrangements don’t work very well. People like to know who’s in charge and who’s making the ultimate decisions. It takes a wise leader to recognize that “shared decision making” often represents an abdication of responsibility – and a recipe for disappointment and a breakdown in trust.

One of our clients is a non-profit organization that works to help educate urban youth. It’s a small agency with twenty-five employees. It’s the kind of workplace where people should be able to clearly define their roles and responsibilities.

But Julie, the executive director, wanted to recognize the talents and contributions of her associate director, Morgan. So she defined her as “a partner.” Morgan interpreted this to mean she would have a co-equal role in all major decisions. And, initially, this seemed to be working fine. Julie and Morgan met every morning and made many decisions by consensus.

But then things turned sour. They disagreed on a key hire. Morgan began to make unilateral decisions about fund-raising. Julie contacted me for coaching. She spoke of conflicts with Morgan around specific marketing practices. “I have more experience than she does. Yet she wants to argue my every suggestion. We spend endless time in meetings.”

I asked Julie how the partnering model evolved. Julie told me that Morgan had initially been hired as a consultant to help the agency define its marketing plan. Morgan had set the agency on a good direction and given it a significant lift during its start-up phase.

The question was posed: “Do you think your partnership is helping the organization work effectively now? Are you better able to achieve your goals?”

“No,” Julie replied. “If anything, we’re working less effectively.”

“So what keeps this partnership alive?”

“I don’t want to disappoint Morgan,” Julie replied. “I’m afraid if I change her role, she’ll leave.”

“Thinking objectively, which would be better for the organization – redefining her role or keeping the status quo?”

“Well, I guess if i look at it from that standpoint,” said Julie, “we’d be better off changing her role.”

“You’ve answered your question,” I said.

Julie took her own advice and got to work. She wrote down the new division of responsibilities, clearly stating that she would function as the chief executive and Morgan would oversee marketing. I checked in a week later and asked Julie how it was going. “Morgan was initially resistant,” she said. “But, I’ve made the change and she’s on board. and the rest of the staff already seems much happier knowing whom they report to.”

Six months later, Morgan was still there – and her communication with Julie had improved considerably. “I’m surprised,” said Julie. “at some point Morgan may leave. But she seems happy enough for now. I think we found the right role for her.”

Improve Your Leadership Skills

To speak with a leadership coach about how LRI can help develop your leadership skills and implement the best practices of high performing organizations, call (916) 325-1190 or email info@leadingresources.com.

Tools for Building a High-Performing Organization

Download over 100 high quality leadership tools.

Learn about the 10 best practices of high-performing organizations.