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If I were to take the pulse of your organization today, what would the prevailing attitude, character or mood be? Is it consistent, or does it change with the direction of the headwinds?聽Is it congruent with the brand presented externally?

The tone of a place, its culture, is the invisible but palpable spirit that drives an organization鈥檚 performance. It鈥檚 how people work together, and it establishes either an environment of excellence or one that, unintentionally, breeds mediocrity. And while the essence of an organization is influenced by every member of the team, ultimately leadership sets the tone.

Business leaders want a healthy culture of high-performing teams, but aren鈥檛 always aware of the tone they are setting. Whether desired or not, everything a leader says and does (or sometimes even thinks) is amplified. That tone reflects a leader鈥檚 attitude toward or feelings about the work, the challenges and the audience 鈥� both colleagues and clients. It can be subjectively measured in the degree to which one trusts or has confidence in someone or something. It might be expressed in enthusiasm and optimism, or concerns and misgivings.

Tone is conveyed in a plethora of mediums. It shows up in every meeting and every conversation, verbally and nonverbally. It鈥檚 there in how feedback is given and received, how expectations are set, how new ideas are received, how disagreements are addressed and how decisions are made and implemented. In short, tone is expressed in every action or inaction 鈥� even in a simple exchange of hello in the morning. It also sets the stage for what one will and will not tolerate. A company鈥檚 leader can be certain that the tone he or she sets will reverberate throughout the organization.

So, what is a leader鈥檚 job?

No matter what title follows a leader鈥檚 name on a business card 鈥� president/CEO, partner, chief operating officer, vice president, chief financial officer, manager 鈥� the person鈥檚 job is to create a work environment where people are engaged and feel empowered. An engaged workforce is willing to go beyond expectations 鈥� to create, innovate, make decisions, make mistakes, learn, grow and contribute. It鈥檚 critical for leaders to know what motivates their teams so they can provide the necessary inspiration to fuel performance. A leader鈥檚 guidance, inclusion and recognition can make the difference in an employee being focused and dedicated or just going through the motions. This DOES NOT translate to coddling employees or showering them with platitudes or false praise (that鈥檚 neither effective nor respectful).

A leader should:

• provide clarity of vision, direction and expectations
• provide timely, specific, real world, relevant and candid feedback
• be honest, fair and authentic (it will avoid drama and mitigate politics)
• mentor, advise and cultivate potential

Leadership team dynamics

When I conduct an organizational health assessment, I examine several key performance indicators. Central to this inquiry is the effectiveness, and thereby the credibility, of the leadership team. This team must be cohesive and aligned around core values, codes of conduct, and key priorities. That doesn鈥檛 mean team members will always agree or even get along. It does require strong mutual respect and trust and a clear commitment to each other and the organization.聽In my assessment process I deliver an actionable report of what I鈥檝e observed as healthy and unhealthy traits or patterns. Below are some common themes:

Unhealthy

• power struggles/egocentricity
• indecisiveness
• reactiveness
• lack of focus, too many priorities or easily distracted, initiative fatigue
• mired in the details, inability to delegate
• last-minute 鈥渕onkey wrenches鈥� or regular firefighting
• lack of follow-through
• inability or failure to articulate the 鈥渨hy鈥�
• poor approaches to conflict (i.e., sugarcoating, avoidance or aggression)
• speaking poorly of each other to others

Healthy

• demonstration of respect, and commitment, to all members of the leadership team
• candidness and clarity (vision, obstacles, desires, expectations, hopes, concerns)
• alignment and cohesiveness
• passion and hunger
• willingness to tackle tough issues head-on with the appropriate person
• engagement in robust dialogue; listening to each other
• follow-through/making things happen
• logic, strategic thinking and decision-making
• willingness to contribute and be contributed to (humble)
• collaboration
• high emotional intelligence
• realistic optimism

Perhaps one of the more critical indicators of organizational health is how leaders handle issues that are sources of friction, frustrations, woes and concerns. Does your leadership team embrace the conflict as an opportunity for growth, shy away from the difficult conversations, get defensive or go on the attack? Ineffective approaches to conflict create their own low-grade stress and anxiety, effective ones develop credibility and confidence. Leaders who are willing to see conflict as a conduit for more robust solutions and better relationships are exhibiting desired behavior.

Take the K Challenge:

Learning how to be effective as a leader, and on a leadership team, can be an emotional journey of self-discovery and evolution. I have the greatest admiration for leaders who do the necessary work to raise their game 鈥� for their own sake and the sake of their team. As you experiment on your path, I invite you to be mindful of your tone, for what you practice grows. Be bold, be candid, be clear, be authentic. Be committed. Expect great things; provide clear direction and feedback. Share successes by celebrating wins together. Inspire excellence. That鈥檚 your real job.

If you do this, you鈥檒l have a culture that drives performance because you鈥檒l have set the tone, and walked the talk, for a healthy and resilient organization.

Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or [email protected].