Knowing Oneself and the Organization

The “leadership on parade” process must begin with honest assessments by the leader of how the workforce perceives him and how he in turn views the employees. Mistaken impressions can hinder communication and, with that, the leader’s effectiveness.

A leader may misunderstand the workforce's values, particularly if he is new. He may have come from a company whose employees value making lots of money but his new culture emphasizes a concept like "do no evil." Judgments from trusted direct reports will be needed because even a small change that runs counter to the culture can have large repercussions.

The workforce may not have a good understanding of the leader either. The leader may have served for many years but has not been very visible. Unknowingly, the leader may be sending out contrary signals. Is the leader shirt-sleeved or double-breasted? Occupying a walnut-paneled corner office or at the center of the floor? Each is making a values statement. With these and other choices, leaders must project their true selves.

This is not a call for the leader to improve his "image.” Image is artifice. For honest, effective communication there must be authenticity.