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By Vincent Malunga | 21 February 2022
When it comes to leading or managing in organisation, most people think top-down always; the boss leads or manages and subordinates follow and serve. However, leadership in good organisations is a shared responsibility and should be embedded in the organisational cultural practices. Thus, subordinates need to learn to manage upwards so to speak. The question then becomes “How do they do that?”
There are a number of things subordinates can do proactively to be “servant leaders.” This time explore a few of these ways to ensure that they contribute to effective leadership without creating conflict and alienation with their anointed leaders.
First, it is important to develop a functional and personable working relationship with a superior. This does not entail brown-nosing designed to become the boss’s pet. It means being polite, respectful and friendly within bounds. For example. It is acceptable to show concern about problems and offer congratulations on happy news, or ask about the wellbeing of family. On the other hand, it is not appropriate to share corny jokes or otherwise obnoxious material intended to be humorous. This is a good foundation for a working relationship conducive to cooperation, trust and open communication.
Second, always be proactive about clarifying your objectives relative to superior’s functional area strategy to ensure alignment and pulling in the same direction. To progress such objectives ensure you have proactively scheduled one on ones to review progress and seek feedback from superior. Furthermore, seek facilitation as needed to eliminate roadblocks. Be sure to always demonstrate you are incorporating constructive feedback.
Third, politely offer ways in which various things can be improved on the broader functional area agenda, and how he or she might go about it. Do not impose, rather suggest persuasively with facts and logic. Most bosses will appreciate bottom up feedback that will earn them credit.
Fourth, allow them to get credit off the smartness and hardness of your work. Do not try to compete with superior for visibility. Do show them that you appreciate shared credit and reward for good work done.
Fifth, identify their weaknesses and try to behave in a way that mitigates those weaknesses on their behalf.
Sixth, compliment them for great work done too. Everyone, including bosses, enjoy being recognised for their effort.
Seventh, whenever he or she treats you unfairly, do not try to retaliate in dysfunctional ways. Wait for the storm to calm and then request a face and face meeting to raise concerns you have. Ensure that a way forward emerges out of the cordial meeting.
Eighth, always follow stipulated procedures and processes prescribed for handling various aspect of the work.
Just by following these few tips, you are bound to contribute to a harmonious work environment in which you lead from below.
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This article is also published in the New Vision Newspaper submitted by us.
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