- Being responsible to those one leads revolves around fairness: actual fairness, and beyond that the perception of fairness.
In my last column I challenged readers with a series of questions on the meaning of responsible leadership in how leaders behave with their staff. I largely held back on answering those questions until today, and I hope that merely listing them was helpful. Here now are some responses from me.
Being responsible to those one leads revolves around fairness: actual fairness, and beyond that the perception of fairness. Do employees feel they are being treated respectfully, that they have opportunities to learn and to grow, that they are trusted and rewarded appropriately?
I see many organisations in Kenya where fair working conditions do exist, but I also witness others where leaders so distrust their people that they deliberately keep them in the dark about the context of their work. One can understand the logic of those who hoard information and hold back from delegating. It is because they don’t trust their people, concerned about their technical competence or their integrity or both.
They have presumably suffered from enough untrustworthy employees letting them down, as a result of which they feel they need to protect themselves from the risk of further disappointment.
What they fail to appreciate however is the impact on those same employees who, feeling distrusted, react appropriately. They will be less engaged and less motivated, and may well behave like sulking or rebellious teenagers do with over-stern parents or teachers.
So which risk is higher – trusting too much, or too little? And what can leaders do to attract the more trustworthy people in the first place, and then to retain them? No surprises: it is where fair working conditions exist that the best talent seeks employment. When staff are valued their employers help them fulfill their potential, of course in ways that are aligned to the interests of the organisation.
As they learn and grow they can take on more responsibilities, and hence contribute more – thereby earning the right to higher remuneration. In one company where I am a director, I love the way the chairman-owner explicitly states to his people that he pays them as much as the company can afford, not as little as he can get away with.
Millennials are more known for assessing the culture of an organisation before determining whether they wish to become part of it, and increasingly they look for their employer to be committed to an uplifting cause, pursuing “purpose beyond profit”, and so “doing well by doing good”. Safaricom have articulated their cause well, and others are also doing so.
Let me now turn to the challenge of employees whose skills have not kept up with contemporary trends – typically to do with the rapid advances in technology. Here employers are faced with the dilemma of whether to let go such staff or to explore ways of still benefitting from them, by offering them the opportunity to reskill and by allocating them responsibilities where they can remain relevant.
Should everyone be forced to retire at the age of sixty, so as not to block succeeding generations from finding opportunities? Surely not. While some may have seen their energy fade and should indeed be put out to pasture (nicely) others may still be found value-adding roles, perhaps as wise elders mentoring upcoming Young Turks.
Another question I raised in my last article was how to act responsibly when to remain competitive one is forced to adopt technologies that replace people, and this in an environment of high unemployment. The realities are there, and one cannot hide one’s head in the sand. What we know is that with each industrial revolution as many jobs are destroyed new ones are created.
But they require new skills, and we need active collaboration between government and private institutions to develop them – not least in the technical and vocational domains. Employers must play an active role in not only defining the needs but in participating in developing them.
Oh dear, I am once more reaching my word limit, and there’s so much more to write about. But I’d like to think that I have laid out enough aspects of leading people responsibly that you will now reflect on where you stand and on how to get to your next level.