Your hidden leadership authority can be a force for good or the not-so-good. Use it wisely and intentionally.
Your Hidden Leadership Authority – The Source
Let’s begin by defining and identifying the sources of your formal and informal/hidden authority.
Your formal leadership title establishes your power and authority to issue orders, make decisions, and enforce obedience.
Your hidden leadership authority, on the other hand, is tied to who you are as a role model. Your formal position creates a platform for you to be a powerful influence on others. The way you think and behave, along with the underlying values, morals and ethics that guide you, extend far beyond the limits of your formal authority.
Your Hidden Leadership Authority – Be Intentional
Your hidden authority emboldens people to speak and act in ways they otherwise might not. Consider what you author-ize others to do by virtue of your words and actions. Everything you say and do, gives others license to do like-wise, and more problematically, to do what they interpret to be like-wise. This extension of your authority applies to those who work for you, those you influence – directly and indirectly, and the people with whom both groups interact. What you author-ize multiplies by tens, hundreds, thousands, even millions, depending on the scope of your leadership. This tremendous responsibility, author-izing other people’s actions, falls squarely and solely/souly on your leadership shoulders.
My best advice is to:
- Give a great deal of forethought to the values, thoughts, emotions, and actions you want to authorize
- Be purposeful. Speak and act in concert with these values, thoughts, emotions and actions at all times
- Think through the intended and unintended consequences of your words and actions
- Think two three and four times, then take a breath or two, before you speak, write, act (or tweet)
- Hold yourself accountable for others’ wrong actions related to your hidden authorization
- Make immediate, public, bold and full corrections
Hidden Leadership Authority – Examples of Good and Bad Outcomes
Sam is a sales executive and father of two sons. Because his own father died while Sam was still a young man, he puts a high value on time with his boys. Sam is not reluctant to leave work early to coach his son’s soccer team, attend games, school plays and other activities. On the way out, Sam announces the reason for his departure. These decisions and actions are not part of his formal leadership role. Sam is intentionally using his hidden leadership authority to encourage others to value family time, and to act on that value.
Steve is a CEO who espouses collaborative problem solving. He wants his direct reports, and their direct reports, to openly identify problems and ask each other for help. This calls for a willingness to be vulnerable, to admit I don’t have all the answers. It’s not an easy thing for senior executives to do. After all, they got here by having right answers. Steve’s own behaviors conflict with his desired outcomes. During meetings of his executive team, Steve calls out, blames and shames individuals. His actions authorize blaming others and engender cover-your-ass behaviors. It’s no surprise, that people on his team, and people on their teams, hide problems and don’t seek help.
What do your words and actions authorize others to think, say or do?