Silent George Spoke Volumes

Posted: Thursday July 17, 2008 under Lead Myself

Archeologists recently reported the discovery of George Washington’s boyhood home in northeast Virginia. The old farmhouse is where, legend has it, George could not lie to his father about chopping down his cherry tree. Regardless of whether the ax and tree ever really existed, it’s true that George was not only reluctant telling lies throughout his life, he was reluctant talking much at all. John Adams said, “(He) possessed the gift of silence.” As we celebrate our 232nd birthday this month, and watch our current presidential candidates give speech after speech, we might wonder how George Washington would have fared today as a leader of so few words.

We cannot tell a lie… not all effective leaders are eager, eloquent, dynamic talkers or speechmakers. Leaders influence others in different ways, and George Washington led more by actions and example than by words. And that’s… okay. It’s more important to create an open work environment than to be a well-spoken leader that does all the talking. Here are some tips for creating an open work environment we think relatively silent George Washington could sink his wooden teeth into.

1. BE ACCESSIBLE
(Be a willing and enthusiastic communicator, even if you are an understated, low-key leader.)

• Many organizations and managers have an “open door policy” in which they encourage employees to come to them with ideas or concerns.
• Don’t view yourself as too important or too busy to communicate (even though we may need to schedule a later time to talk).
• Seek opportunities to demonstrate your interest in employees. Ask questions, really listen, and show sincere interest in what employees have to say and where they’re coming from.

2. BE AVAILABLE
(Be there for people or “gettable” when people need you.)

• Available managers have an open door… AND they are at the door when people need them. Meetings, special projects, and daily routines shouldn’t make you a stranger to your employees.
• Prioritize your daily tasks to make time for “walking the floor.”
• Make sufficient one-on-one time for employees to provide them with coaching and support from you to reach their performance goals.

3. GIVE QUANTITY AND QUALITY
(Communicate frequently and in a meaningful way.)

• Meet regularly with your employees to keep them informed and discuss issues, both in one-on-one and group meetings.
• Although some of these meetings will be more one-sided—with you providing information and instructions—allow employees to contribute when possible.
• Conduct meaningful meetings that provide clear and specific information that is important to employees and to the organization. Meetings should have clear objectives (don’t meet just to meet), agendas should be focused, and content should be prepared and well presented.

4. ACT WITH INTEGRITY
(Communicate with honesty, consistency, and confidentiality.)

• Honesty: You may need to withhold information from employees until a more appropriate time, but you should always tell the truth with information you are ready to share. Even white lies or small deceptions can kill hard-won trust people have in you.
• Consistency: Avoid favoritism or unfair treatment. Work to include employees equally and provide similar messages, while recognizing their individual needs and preferences.
• Confidentiality: You may receive information from individuals or the organization that you should not share with others. When appropriate, keep private and confidential information to yourself. Also, while you can praise performance accomplishments in public, if you like, always confront performance issues in private.

5. FOLLOW UP
(Turn your words into actions.)

• Match actions to words. Your behaviors should reinforce what you say is important to you. For example, if you tell employees you care about their career development, you should meet with them and help them achieve their career development goals.
• Keep promises and commitments, and do what you say you are going to do.
• Be a good professionalism role model. Always communicate—through words and actions—in a respectful and mature manner that reinforces your authority and credibility as a manager.

George Washington was a man who valued actions over words, but the truth is, he knew the necessity of both to lead individuals and a nation newly formed. He wrote, “If freedom of speech is taken away, then dumb and silent we may be led, like sheep to the slaughter.”

Here’s a shout out to George and the 232 years since he not-so-quietly opened the doors for us all.