Introduction
To help managers and leaders deal with conflict and problem-solving in the workplace, I have created a tool called the 'Balance of Influence Concept.' This tool dissects common issues faced by those in positions of power, creating a simplified view of what is happening.
It is essential to note that this is just a concept, and not an exact science. We are all human, and because of that, we are all different. We all apply skills in different ways, and we all deal with problems with a unique perspective.
The Company vs. The People
When you are granted a position of power, you will feel the pull in two directions: the company will pull on the manager, and the people will pull on the leader. It is very easy, and very common, to let go of one and allow yourself to be pulled in just one direction.
The reason why we see these two types of people in power is all down to a perception of what they personally believe is more important: the company or the people.
The Company
They pay your wages. It is safe to say that the main driver for your employment is because you need the financial reward for turning up each day. If you didn't need this to live, chances are you wouldn't be there. So why would you not turn up every day with the company's best interests at the forefront of every decision you make?
The People
They are the ones that give you that personal value, and this value can sometimes mean more than just the numbers in your wages; it's about how it makes you feel. When we choose a partner in life, it's not about numbers; it's about love. You're with them because of how it makes you feel. The people who work below you can produce the same feelings. They can show you respect and love, and when this is more valuable than those numbers in the bank, then it is obvious where your priorities lie.
The Four Situation Types
To help us better understand this idea of the manager and leader, we explore the four different situations a person of power can find themselves in. Understand which one you are working in and what the consequences are:
Type 1: The Golden Child
Good Manager, Bad Leader
Manager: As the golden child, you understand what is in the best interests of the company and carry out every action you can to uphold its values and beliefs.
Leader: Your workforce must take second place. Although their values may be strong, they are not what you decide to be the most important in this situation.
Type 2: The Hero
Bad Manager, Good Leader
Manager: As the hero, your actions do not predominantly have the best interest for the company; your focus is not solely on the company's reason for existence.
Leader: Your subordinates are a high priority to you. You take great pride in upkeeping morale and go out of your way to attend to what they need. You work for them.
Type 3: The Dream
Good Manager, Good Leader
Manager: As the dream, you understand what is in the best interests of the company and carry out every action you can to uphold its values and beliefs.
Leader: Your subordinates are a high priority to you. You take great pride in upkeeping morale and go out of your way to attend to what they need. You work for them.
Type 4: Pointless
Bad Manager, Bad Leader
Manager: Your actions do not predominantly have the best interest for the company; your focus is not solely on the company's reason for existence.
Leader: Your workforce must take second place. Although their values may be strong, they are not what you decide to be the most important in this situation.
Which is the best type?
Throughout the training around this concept, one of the key learning outcomes observed is that "The Dream" is the best option. Keeping both the company and the people happy clearly defines the best outcome in any situation this concept can bring.
But interestingly enough, when evaluated against the actions of the other three types, the outcome of "the dream" typically mirrors "the golden child". The role of "the golden child" is not without just-reasoning. The company are the reason for your existence within this environment, so why would you not give them what they want?
How do we be "The Dream"?
Compromise. Through careful consideration and critical thinking, a plan is always developed. Communication is key. It can sometimes be as simple as this: do the people understand? Does the company understand? The role of an effective manager, and leader, is communication.
Perspectives
When we receive an order from above, is this coming from the company or another leader? The answer is perspective. We have labelled the role of the manager as working for the company. This has been purposefully simplified to better understand and apply the concept. But the reality is that the company is just another leader. Just as we describe your role as a leader that works for the people, the underlying truth is that this is replicated throughout the hierarchy of your organisation.
Some typical personality traits associated:
- Good manager, bad leader: Identifies as introverted, Academic, Thrives when in control.
- Good leader, bad manager: Identifies as extroverted, Not academic, Does not seek to control.
Because these personality traits are almost exact opposites, it is easy to see why people in power can allow themselves to be pulled in just one direction. But these traits are not a definition of 'you', they are a characteristic. Characteristics can be interpreted by their owners as something that defines them, but they are merely built upon past experience. Therefore new experiences can create new characteristics and help guide you in new directions.