3 Leadership Tips for Balancing Friendliness and Accountability
Something I often hear from my clients is their concern that if they are “too friendly” with the people who report to them, they won’t be taken seriously when it is time to hold them accountable. Although being a personable leader and one who expects results is a fine line to walk, it is an important leadership skill.
Here are some tips that can help leaders to walk that line.
Build Relationships and Trust.
Having a professional relationship with your people beyond just the “business” goes a long way in helping them feel valued and connected to the organization. This often involves showing interest in hobbies outside of work, sharing stories about family or how vacation time is spent. When a relationship that is a mix of business and personal is built, it also engenders trust. If your employee trusts that you know and care about them, they are often more open to being held accountable by you.
Use Body Language and Tone to Shift.
Body language and tone often send a stronger signal to people than words themselves – even virtually. Just as important as building a professional personal relationship with their people is a leader’s ability to shift their tone and body language so that it is clear they are expecting results. This may involve sitting up taller in your chair or slowing down the pace of your voice. Regardless of how it is done, working to naturally shift from one mode to another allows others to read you and respond appropriately.
Set Boundaries.
Although they are less common with remote work, group and company social events provide great opportunities to build relationships with co-workers and the people who work for you. It’s important, however, for leaders to keep boundaries so a friendly exchange remains professional. Examples of boundaries may be limiting the amount of alcohol you drink or avoiding questionable conversations such as office gossip.
Be Firm, But Kind.
Often leaders are concerned that delivering a difficult message that holds someone accountable will be a crushing blow, but it doesn’t have to be that way. Leaders who are firm about getting results don’t have to be jerks. Planning in advance how you will deliver a difficult message to hold an employee accountable can significantly help. Additionally, showing empathy combined with accountability shows that you understand their challenges, but also expect them to deliver.
What other strategies and tips work for you?
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