Jeremy Bradley-Silverio Donato, COO at Zama.
The leadership dynamic is a multifaceted relationship that significantly impacts performance and satisfaction levels within a team or organization. One intriguing aspect of this relationship is the spatial metaphor of distance. “Leadership distance” is the term I use to describe this paradox. It refers not just to physical proximity but also to the degree of personal interaction, the extent of accessibility and the depth of understanding that exists between a leader and everyone else. As counterintuitive as it may seem, maintaining an optimal distance from teams can ensure a leader is effective.
Maintaining Objectivity
In my tenure as a C-level executive, I’ve found that an overly close or excessively detached relationship between leaders and team members can disrupt the equilibrium of leadership effectiveness. Ongoing research in the field of leadership studies suggests this is a common phenomenon. A leader must strike the right balance, creating a harmonious blend of connection and separation.
Let’s suppose as COO I take a highly involved approach with the marketing team, aiming to cultivate a strong bond. Even though I have a marketing director responsible for this team, I participate directly in their daily tasks, troubleshoot bugs, help them frame comms pitches and frequently join them for casual outings. This close-knit relationship creates a friendly and enjoyable environment.
Issues arise, however, when I have to make a significant decision on which development framework to use for a new project. Half the marketing team advocates for Framework A, citing its robust features and wide industry acceptance. The other half, including the director, prefers Framework B, arguing for its simplicity and compatibility with the project’s requirements. Since I’ve been actively working with Framework B, I find myself inclined to agree.
Despite valid arguments from the Framework A advocates, I end up making a decision that is largely driven by my personal bias, which causes discontent within the team. The advocates for Framework A feel unheard and believe that my personal preference has clouded my judgment, leading to an unfair decision-making process. This incident results in a dip in team morale and an increase in friction within the group.
In retrospect, had I maintained an optimal distance from the beginning—guiding, advising and overseeing rather than participating directly—I could have been in a better position to make an impartial decision. This would have likely maintained team morale, ensuring a smoother path to our overall success.
The point is that a leader who is too close risks losing necessary authority and impartiality; too distant, and they lose the vital trust and respect of the team. Leaders who maintain appropriate distance tend to retain an objective perspective, crucial for balanced decision-making. When leaders are too deeply entrenched in the team’s day-to-day activities, they may struggle to assess situations impartially. Their judgments can be clouded by biases or overly emotional involvement, which may jeopardize the team’s performance and overall success.
Preserving Authority And Credibility
Keeping an optimal distance ensures a leader’s authority and credibility. A leader must be respected, and often this respect comes from a slight professional separation. An overly familiar relationship can blur the line between leadership and friendship, which can lead to a lack of work ethic, a decrease in productivity, or the perception of favoritism. Of course it is natural for leaders, as human beings, to like certain members of the team better than others, or to favor employees who work harder or smarter. But showing favoritism cannot come at the cost of effective leadership. That’s where leadership distance comes into play.
Demonstrating Empathy
Keep in mind though that even while maintaining this professional distance, it’s crucial for a leader to demonstrate an appropriate amount of empathy. Empathy allows leaders to understand their team members’ challenges and motivations on a deeper level, fostering a supportive and inclusive environment. Balancing authority and empathy can enhance a leader’s credibility, enabling them to navigate complex team dynamics.
Encouraging Team Independence
Leaders can foster independence. A leader’s role isn’t to solve every problem but to guide and empower others to overcome challenges. Just as with the example of the marketing team, had I let the team come to consensus, rather than forcing my own opinion, I would have ended up with a better result and a more motivated team. Over-involvement in the team’s activities can foster dependency, which ultimately inhibits growth. By stepping back, I encourage my team to take initiative, make decisions, and develop their problem-solving abilities, nurturing a culture of growth and resilience.
Making Space
The right degree of distance also allows leaders to devote time to strategic thinking and planning, which is vital for long-term success of the team or organization. When leaders are too entangled in the daily grind, they may lack the necessary time and mental space for strategic activities, including identifying potential risks, anticipating market changes, or considering new growth opportunities.
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