The Transparency Edge. How Credibiltiy Can Make or Break You in Business

Mike Harreld, CFO of Georgia Power Company, a subsidiary of energy company Southern Company, has a kind of personal litmus test for whether he may have performance issues to deal with among his team. “When I get a call from my boss telling me about a particular problem that needs to be solved, I try to pay close attention to my gut after I hang up the phone with him,” Harreld explains. “During the first 30 seconds after a call like that, I consider who I want in my office to help me resolve the problem and why. More importantly, I consider who I don’t want in here and why. Chances are, those are the weak links I need to deal with.”

Many leaders, even when they are aware of the weak links, are slow to address them because doing so probably involves uncomfortable conversations.

Surveys tell us that leaders do not always step forward and communicate directly. Of 1784 employees who participated in leadership assessments, 75 percent said that their bosses do not always deal with issues in a candid manner, and 72 percent of those leaders’ peers agreed. Employees often beg for more constructive criticism: “Give me clear feedback more often, even when it may be difficult for me to hear.” “Tell me where I stand. Tell me what I’m doing wrong.” If you have ideas and information that will help someone perform better, your responsibility as a leader is to share that information. Helping your followers succeed is part of your job.

Of 1784 employees who participated in leadership assessments, 75 percent said that their bosses do not always deal with issues in a candid manner, and 72 percent of those leaders’ peers agreed.