Emptying Your Salt Shaker By TOM HEUER

Tom Heuer

We often tell the groups we're facilitating or the executives we're coaching that Leadership is not a spectator sport. Standing on the sidelines watching while your people engage the customer or wrestle with an important problem is not what leaders do. They struggle right along with them. Being in the middle of the fray is where leaders are most comfortable. But, this advice usually falls on deaf ears because many senior managers are more concerned about giving orders or admiring their stock options or covering their butts. John LeCarre offers this warning to managers, "Your office is a dangerous place to view the world from." There comes a point in time that managers must become leaders, And this means that they will have to become more involved with their people.

Becky Pippert made a great observation some years ago when she wrote in her classic book, Out of the Salt Shaker and Into the World. She said, "Unless the salt gets shaken out of the salt shaker and onto something, it remains a mere table ornament." This is a very good description of numerous business executives. They may have a high potency but they keep it enclosed in the salt shaker. They are never rubbing up against the people they need to affect, so their lives remain potentially powerful but ineffective. These business executives have chosen the path of using people as objects. They will let their light shine only when it benefits them. All managers need to radiate their light so others can learn from their experience. It is your role; it is the most valuable part of your day.

So, how is it that some managers can open up their salt shakers and let the seasoning flow? Why do some business executives understand the value of placing their light up on a stand for employees to see it? Why do some managers have energy to become leaders and become actively involved with their staff? It may be attributed to this "Equation for Leadership:

(HP + CP + CC = MI)

HP refers to high potency, CP stands for close proximity and CC calls for clear communication. What does HP plus CP plus CC mean in relation to one's leadership? Why is "impact" the focus for all leaders? Why will "maximum impact" occur if these three leadership activities are placed on a high priority?

High potency assures strength and credibility. It has "real power" to influence change. It possesses the character to move its subject beyond its current state. High potency will always affect movement. It sucks the negative out and replaces it with the right stuff. High potency encourages boldness and innovation in its work. It spices things up! High potency puts "the wow" in an ordinary world. But, high potency in leaders requires preparation, effort and commitment.

Consider salt! If it is highly potent, salt has an awesome affect. Salt makes you thirsty. Think about the items served at a restaurant or bar - peanuts, chips and pretzels. Salty items cause more thirst and ultimately brings you to drink more.
Salt also improves the flavor of food. Think about steak and seasoned salt - what a combination. Or a fresh ear of corn without salt? No way. Salt preserves food items. Properly packed in salt, foods can be preserved for long periods of time. So it is with leaders. It's high potency that gives leaders the confidence to teach, coach and support their employees. It is this spirit that moves the leader from a selfish, me-motivated individual to an outward-focused person always thinking about the needs of employees and customers. Developing and keeping high potency is a life-long endeavor.

For high potency to have an impact, the leader must "let it out of the salt shaker." Why work hard to develop high potency and leave it in the can? Close proximity is an important leadership variable your people need from you. Your ability to respond appropriately to important issues or provide critical coaching points happens due to your involvement. The leader's intimacy allows his/her skills to become a factor in the company's success. It brings spirit to the depths of organizations. Proximity says that "I care about you professionally and personally." And people will respond by working hard for you.

George W. Bush is a trend-setter in "shoulder rubbing." Since 9/11, he has been in close proximity with his constituency. He has provided support to the people of New York City; he has brought encouragement to the police and fire departments around the country; he has stood tall with our troops and their families; he has worked closely with the Congress to gain the resources needed to battle the opponent; and he has met personally with world leaders to rally their support. Bush's close proximity has given him great credibility with the American people and raised his level of potency with them.

So, why is it that many leaders fear close proximity? Some executives have not completed the heavy lifting work to build "high potency." They are not comfortable being actively involved with their people. Some managers do not believe that active involvement with employees will make a difference. Just ask the New York Yankees about their leader, Joe Torre. His close association and commitment to his players motivated them to achieve at world championship levels. Some individuals are so enamored with the numbers that close proximity does not come on the "radar screen." People are not important to them. Others believe that close proximity is the responsibility of their front line supervisors. And others are attached to the comfortable confines of their office and with the lure of meetings. Changing is not an avenue for them.

Without close proximity, executives will keep wondering why people are not engaged. Results will dip below expectations and customers may be satisfied but not loyal. The senior team will be constantly searching for strategies and tactics to achieve stakeholder expectations. Step back - it is right in front of you. Get involved. Let the salt out of the shaker.

Finally, to gain maximum impact, executives must offer clear communications. In most companies, when "there is a mist in the ivory tower, there is fog on main street." This is generally caused by managers not providing clarity. Employees are indecisive and lack confidence when expectations and directions are unclear. Anxiety, fear and hesitation occurs in uncertain situations. The momentum slows as employees wait for clarification. They are just waiting for "the boss" to step in and take the confusion out of the situation. Unfortunately, many executives are not blessed with the skills and patience to communicate clearly with a variety of constituents.

To work effectively in close proximity, listening is the most valuable and meaningful asset for leaders. Listening is the magnet that attracts employees to your potency. Clarity depends on your desire to listen first and foremost. Listening builds effective relationships. It serves others. For maximum impact, executives lead with their ears and follow up with their tongues. Listening communicates that someone is of great worth and value. Listening seeks to understand so the proper responses can be made. Listening gives you credibility and fosters respect. It is the primary factor in lifting the dense, fog bank.

Leaders find numerous methods and opportunities to communicate. E-mail, voice mail, teleconference, town hall meetings, etc. are the tools to communicate with. However, the approach is secondary to being clear about your message. For your potency and proximity to have maximum impact, the message must be understood. Leaders need to devote more time and energy in delivering clear and concise messages to its target audiences. And even just as important, don't let go of the message until you know it to be fully understood.

Kirk Douglas, the 85 year-old actor, has struggled with clear communications since his debilitating stroke in 1996. In his latest book, My Stroke of Luck, Douglas confirms that the serious illness robbed him of his speech and left him in deep depression. "All I could do was babble." He couldn't stop thinking about not being able to speak. "I'm an actor who can't talk - what does he do? Wait for silent pictures to make a comeback?"

Douglas credits the high potency of his wife with speeding the recovery. "She was very helpful because she believes in tough love," he says. "When I said things like I wanted breakfast in bed in the morning, she would ask me if I was planning to sleep in the kitchen." She opened the salt shaker and let the seasoning flow. "I listened to her," claimed Douglas. He still has difficulty communicating; but, with his charisma and energy for life (high potency), people are grasping onto every word he has to say. And he is spending more time involved with impacting people.

So, what is the message for leaders? The business climate today is uncertain due to the economic environment, the Enron situation and the pace of work. More leaders are needed today who have an unbridled determination to make an impact. To accomplish this, you must develop your potency, commit to close proximity and provide clear communications. Practice showering your leadership and flavoring people with your inspiration and energy. The payoff is enormous for you and the organization.

Copyright 2002 International Leadership Associates