5 Sacrifices A Leader Must Make


You may believe that as a leader your job is relatively easy, where you simply watch over and manage the behaviour of your employees; this is not so. As a leader, you have a number of responsibilities including not only watching over your employees but ensuring that they manage their work effectively and that they are happy.

It’s also part of your job to make sacrifices for the company and for those that work below you.

Not all of these sacrifices have to be extravagant or draw attention to your person, but they have to be made for the right reasons.

5 Sacrifices A Leader Must Make


sac·ri·fice [ sákrə f̄̀ss ]

  1. giving up of something valued: a giving up of something valuable or important for somebody or something else considered to be of more value or importance


1) Sacrificing Time and Energy

Giving both your time and energy in order to help others and the company that you work for is a sacrifice that all excellent leaders make. This is an important sacrifice because you cannot regain the time or energy that you have expended; once you’ve given them to somebody else they become lost to you. By giving your time and energy it also means that you are working hard towards not only your future, but that of your colleagues and employees too.

2) Ambition

Another sacrifice that is often made by a leader in times of need is that of their own ambition. By prioritising the needs of others including your employees, you leave less time for you to focus on yourself; any parent will understand this situation completely and the same applies to any leader.

To truly look after your workforce, you must focus on their every need to ensure their productivity. By helping those around you to succeed, you may have to sacrifice personal pursuits but these actions will always have a positive effect going forward.

3) Authority

As a leader there will come a time within your job when you are asked to sacrifice your absolute authority in order to let others progress and develop the skills that are needed to reach a higher position. Giving up authority can be difficult and threatening but it is important for your workforce to feel that they are progressing and learning new skills.

4) Benefits

As a leader it’s your duty to protect those around you and ensure their happiness; even in times of difficulty and instability. If your company is suffering from temporary financial instability (as many have during the recession), as a leader you should set the example by forgoing any bonuses and if necessary taking a pay cut. An excellent leader would never ask of anything from their employees that they aren’t willing to do themselves.

5) Relationships

As a decision-maker, you will understand that you may not always be liked or favoured for making the right decisions. For example, if you feel that an individual is not pulling their weight and fails to heed your warnings, you may find that your only solution is to remove this person from your team.

There will also be other times where you have to reject salary increases or defend requests for additional work hours to meet a deadline but by being the leader, you will sometimes have to play the villain.

Become Your Best Self

You may find that during your time as a leader, there are many other things that you must sacrifice in order to become the best leader that you can be. However, try to be fair at all times and don’t ever ask anything of your employee that you wouldn’t ask of yourself.

So, how do you feel about the idea that leaders must sacrifice in order to succeed? Do you think that if you reach a certain position or status that you no longer need to sacrifice? Or do you embrace the steps above and think that you will be more fulfilled if you learn these lessons and apply them? I would love to hear your thoughts!


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Georgina Stamp

Georgina Stewart works for Marble Hill Partners
She helps Organisations to Recruit for Executive Roles and Interim Management
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On Leadership and Living a Below Average Life

Dr. Ben Carson

His mother dropped out in the 3rd grade and then married at age 13. When he was 18, his parents divorced. Growing up in a rough part of Detroit was no plus, either. In effect, he had nothing going for him.

But then, at age 32 he became head of Pediatric Neurosurgery at John’s Hopkins Hospital in Baltimore. At 36, he performed the first operation to separate Siamese twins conjoined at the head.

So how does a kid with his history turn around and make history?

The Place All True Leadership Begins

Dr. Ben Carson refused to let a “far below-average” life cripple his walk toward achievement.

Average is contrived, a “fake” number or concept, the middle ground between extremes. What leader wants to be average? We know “average” is for losers. No one says,

“We were so excited to learn that our daughter tested ‘average’ in math! Next stop Engineering School!”

We love to think of ourselves as “above average” because average is boring and below average is downright despicable.


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Leveraging Your Past

Life Below Average Can Make You an Above Average Leader

My leadership and vision become crystal clear at the extremes. We learn how to really live and truly lead at the extremes, and often that means extreme failure or disappointment.

My life is a case study:

  • In my first major swim competition, my coach remarked I looked like I was taking a bath at a retirement home
  • I flunked organic chemistry in college, flushing my dreams for med school down the drain
  • I failed a blood pressure test for my application to the Naval Academy
  • In college English my first writing projects were awful (go figure)
  • Broke my foot just before senior year, losing all hopes to be a regular starter in college football
  • Lost 5 elections to a campus organization, taking second place each time
  • Was virtually fired from a dream job assisting the CEO of a top bank – I say virtually because I quit when I got wind the SVP was about to fire me
  • I failed at fund-raising for a new venture I was helping a team launch, and could not get the organization off the ground
  • Led a discussion group with 4 participants and, in just 6 weeks and with great skill, I was able to grow that fledgling little group to a whopping total attendance of … ONE!  Just me at meeting 6.
  • My first speaking engagement to a large group was a flop and I was raked over the coals by the organization’s top leader

Listen to the wisdom of Winston Churchill.

“Success is not final; failure is not fatal: it is the courage to continue that counts….Success is going from failure to failure, without loss of enthusiasm.”

The Rest of the Story

During each of my decidedly “below average” experiences, I found something far above average was taking shape.

  • My swimming failure led me to football, where I excelled and guided a team to an undefeated season
  • Failing Chemistry kept me from doctoring and thrust me into business and ministry, both of which I have enjoyed
  • Failing a blood pressure exam –only time– changed my educational trajectory from military science toward the humanities
  • My writing disasters led me to seek coaching from an editor, and now I write professionally, and love it  (See how I be a much more better writer? Hah!)
  • Leaving my bank job was the nudge I needed to explore ministry, something I was starting to love but was afraid to investigate
  • In that small group I “grew” from 4 attendees to 1, I discovered the keys to what makes a group or team thrive, and have become an expert in the field
  • My public speaking debacle confirmed my passion for communication but humbled me; I needed coaching and hard work to excel at the craft
  • Initial failures at starting an organization gave me insights for later starting my own business with greater confidence and wisdom

I now realize that living “below average” was a launching pad, not a landing zone, for my leadership.

Leadership Lessons from Being “Below Average”

  1. It can make you work harder when you ought to
  2. Below average work experiences can make you move on when you need to
  3. Below average performance can open your mind to new ideas and catalyze emotional and spiritual growth you otherwise would miss
  4. Sometimes pounding the same nail creates a desire to change nails and leave the carpentry business
  5. Having below average performances does not mean you will become a below average leader; these can be the fuel for greater success
  6. Many below average leaders are just 5 minutes and 1 decision away from seizing an above average leadership opportunity, if they are willing to persevere

Failure is not always good, but it can be useful. This article; “Failing by Design” by Rita McGrath in HBR is very reassuring. A good leadership read.

So how about you? Make a list of your “below average” experiences; they might be the foundation blocks for living an above average life and becoming an extraordinary leader.

Where did failure motivate you? How did disappointment bring clarity to your future? When did you realize that a below average living was actually the seedbed for extraordinary achievement later in life? I would love to hear your story!


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Dr. Bill Donahue
Dr. Bill Donahue is President of LeaderSync Group, Inc

Bill is a professor at TIU and a Leadership Speaker and Consultant
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Wake Up! Leaders are Dreamers

Leaders are Dreamers

Risky Dreams 

“The limitations you are willing to accept determine the boundaries of your existence.” ~ Erwin McManus, Wide Awake

As I reflect on what I learned a few years ago in Erwins’ book Wide Awake, I am challenged, prodded and provoked to live and think differently.

I wonder this:

  • “Am I living too safely?”
  • “Am I leading too plainly?”
  • “Am I willing to dream again—bigger, better, bolder?”

Remember: Great leaders are born out of great dreams.

I Have a Dream

Some of those “great dreams” emerge from a creative idea. Jeff Bezos, in 1992, was a SVP for the New York hedge fund D.E. Shaw when he dreamt of building a company that would sell books on the Internet. Ever heard of Amazon?

Others are stirred deeply by injustice. Martin Luther King, Jr. and Harriet Tubman dreamed of freedom, battling slavery and racial oppression. It cost MLK his life.

Some dreams do that.

MADD as Hell

Not infrequently dreams are birthed in the midst of great tragedies. On May 3, 1980, Candy Lightner’s 13-year-old daughter, Cari, was killed by a hit-and-run drunk driver in Fair Oaks, California.

Angered by the relatively light sentence the driver received for his recklessness, she launched Mothers Against Drunk Driving (MADD) which raises awareness of the damage wrought when driving under the influence of alcohol.

McManus says “a dream needs a person to bring it to life.”

An isolated dream will only fester in the heart of one person and eventually die; and sometimes it takes the dreamer with it.


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Living the Dream

Dying dreams are as contagious as living ones. How many of us have buried dreams only to realize that we have placed a bit of ourselves in the ground? A dream must be shared, embodied and empowered for it to be life-giving.

Dreams are intensely communal.

McManus provocatively says:

How long you live does not reflect how well you live. The real question is, were you alive when you died?

I love that question! And I fear it.

  • What if my dream fails?
  • What if no one else is inspired by my burning desire to live the dream?
  • What if my dream is just an illusion, a momentary fit of grandiosity and self-indulgence?

Becoming a Dreamer

We need to focus our energy and rekindle the fires

McManus notes the word focus comes from the Latin word for “hearth” or “fireplace” and thus means “the burning center.” What is the burning center of my life? To find it I must carve away distractions, cut off the peripheral could-do for the more central must-do. But the “do” must be centered in the “be” – what I am becoming.

Before I have a dream am I becoming a dreamer?

That takes some time and effort. Focus seems like a luxury only a well-subsidized artist can afford—someone who’s paid to paint one portrait, not run around frantically splashing paint on every blank canvas, hoping for a quick a sale.

Can we make the changes needed to be real dreamers? Are we willing to make a focused effort?

Build the Core with Focus

McManus tells the story of therapy he received for a back injury – to work on his stomach. It seemed odd but he soon understood that “core training” was key to a healthy back. POW’s learned to do it so they’d remain strong enough for a potential escape, but not look so strong in the arms that they’d pose a threat.

We need to work on our “core” – core beliefs, practices and convictions; core mission, vision and strategy. FOCUS! But it is not easy or glamorous, so I settle for superficial solutions and neglect the core.

“I think a lot of us choose the opposite path,” McManus chides. “We do the tanning booth and the Botox and the collagen so we can look healthy on the outside, but we are really weak at the center.”

Admittedly, I am weaker at the center than I’d care to admit. And, as a result, my team is not as strong. Because core training is best when we do it together, like Navy Seals prepping for the mission of their lives.

So What’s a Leader to Do?

There are no quick steps. But here are some routines that will help leaders dream with focus and persistence.

1)     Shore up Relationships at Home (or friends)

My wife and daughter come first (my son’s out of the house now). Centered relationships will let you dream freely, knowing you are caring for the fires at home before you try to save the world.

2)     Spend Some Money

Dreaming has a cost. I suggest 1-2 conferences or gatherings and books. I am in the process of ordering about 30-40 leadership resources for the coming months. This is a mix of biography, provocative thinkers, life shapers and students of culture, and personal growth materials. I need to hear other voices as I recalibrate my own.

3)     Do a Dreamers Inventory

What inspired you before? What are the roadblocks now? What gets you up in the morning and keeps you up at night? What can you do that others cannot do? What must be done? I live in these questions.

4)     Get Around Other Dreamers

Hanging out with I’m-building-the-dream-right-now-and-it-is-a-wild-ride kinds of people will light your fire and keep it burning. You know the type – upstart business leaders, creative teachers, provocative activists, church planters, artists without boundaries. (ESPECIALLY if they are not in your field!!!). I am doing it this week.

5)     Pull the Trigger

At some point you simply must act. I was recalling in my journal all the things I started in the last few years, some large, some small. Many “failed” or fizzled, or took an unexpected turn. Yes, I was frustrated, angry, disappointed, lost momentum, and almost threw in the towel. Actually, I did– but I picked up some new towels. I am not where I want to be – but I am moving!

 The real question is, “Were you alive when you died?”


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Dr. Bill Donahue
Dr. Bill Donahue is President of LeaderSync Group, Inc

Bill is a professor at TIU and a Leadership Speaker and Consultant
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Hey Leader: Whose Expectations Are You Trying to Meet?


Sometimes, a question can strike you with such clarity that it remains with you for life.

The following question was posed to me early in my management career and is one that has provided deep insight up until this day:

“Whose expectations are you trying to meet?”

The Super Syndrome

After another exhausting week, I attended a community seminar based on the Superwoman Syndrome by Marjorie Hansen Shaevitz. this seminar’s topic referred to women holding themselves to unrealistic expectations to simultaneously be the best career women, mothers, spouses, community members , etc.

Today it could easily be the Superman & Superwoman Syndrome as advertising and media routinely throws images of being the best parent, partner, leader, global conscious servant, etc. Just look at Brad Pitt and Angelina Jolie.

If they can raise their kids, solve world issues, be block buster professionals and stand by each other why can’t we all?

Just forget that they are exhausted and have a few personal challenges.

Getting Really Real

Eventually Something Has to Give

At work everyone wants something from you: your boss, your peers, internal customers, external customers, the Board, the stockholders.

They all act as if “No” is not an option.

But in the real world, if you treat all their expectations as equal, then you will most certainly burn out and never meet many of your stated goals. The old adage “you can’t please everyone” is true.

If you try to meet everyone’s expectations at least one of those attempts will result in lower than anticipated quality and both of you won’t be feeling too great about the outcome.

If you can’t physically and mentally do it all, what is going to move to a lower priority? If you let your stakeholders define this for you, you will continue in the land of the tyranny of the urgent. Whatever is the next thing screaming for attention will get your time.

Gaining Real Focus

Stop the Spinning

If you are already spinning from the long list of things you supposedly “have to do,” then your response to my advice to take time to analyze your work is going to be “but I don’t have time.”

Which is more painful; making time to narrow your focus and be able to say “no” to some requests, or continuing to spin at the pace you are at?

In all likelihood if you continue without taking a more strategic view your pace of spinning will increase because the number of people asking you for support will increase. By always saying “yes” you have reinforced them and others that you will always be there to help regardless of the request.

You have essentially created your own problem.

Getting Real Results

Get Out the Pen and Paper

List all the activities you are doing and the ones you anticipate doing this year.

  • Which of these services, products, activities are essential to the company meeting it’s vision?
    • Which of these am I the sole source for (no one else in the company can provide this)?
  • Which activities, products, services are not related to the vision?
    • What drives me to provide each of these activities, products or services?
    • What could happen if I stopped providing these?
      • What would really happen if I stopped providing these (75%+ confidence that it would occur)?
    • What could I, my key stakeholders and my company gain if I stopped these activities?
      • Which of these gains are of higher value than the activity itself?  (this will serve as your compelling reason to stop offering this service or support)

Gaining Real Perspective

Letting Go

If you are still reluctant to take something off your plate that is not of high value, ask yourself these questions:

  • What personal need(s) does providing this service or activity fulfill?
  • What makes this need so compelling for me?
  • Is there another way to fulfill this need with the more critical activities, products or services?

Here is a great example:

Jack is in a support function. He spends 2 hours each week in one of his key stakeholders staff meetings. He started attending to learn more about the stakeholder’s business and to be present in case some need related to his function was raised. Rarely does this need show up. He already has learned about his stakeholder’s business but he keeps attending for reasons of visibility, status and perceived customer service.

After doing the exercise he realizes that spending the 2 hours each week on the projects directly tied to the vision, will bring him greater visibility. He talks to the senior leader about his rationale for no longer attending and offers to sets up a 15-minute monthly check in meeting to ensure their needs are met.

Three months later, Jack’s increased quality and creativity on the strategic project is gaining him visibility at the executive level and meeting his personal desire for greater status.

Gaining Real Satisfaction

Expectations vs. Vision

Shifting from trying to meet everyone’s expectations to meeting the company’s vision and your personal vision will keep you a valued asset to the business and yourself.

Whenever someone asks you to do something, instead of immediately answering yes, respond that you need time to assess priority.

So how has this process, or something similar, or something different helped you to manage your time and energy? Have you changed to become more realistic in setting appropriate expectations? What can you do in the future to better examine your personal set of expectations and use that model to better understand and help others? I would love to hear your thoughts!


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Carlann Fergusson

Carlann Fergusson is owner at Propel Forward LLC
She provides seminars and consulting on Strategic Leadership Challenges
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Leaders: The Importance of Rewarding Your Employees Regularly


Anyone who has built a successful business knows that at the core of a well-run company is a good workforce.

However, creating one of those can be somewhat of a challenge.

On Hiring and Performance

Collecting good resumes and having a stringent interview process goes only so far. You might have a set of employees with excellent qualifications, but all of this means nothing if you are not getting their best out them.

Employees rewards programs might not seem like something that you want to have to deal with, but there is strong evidence that indicates the benefits may be greater than you realize.

Building a Corporate Culture

Rewarding your employees with things like service awards is about more than just motivation. Anyone who is working at your company is there to do a job, and get paid.

But how can you transform this into a group of people who are passionate about their job, and more importantly, the company for whom they work?

Creating a community within your company does more than just improve the mood in the office. When people feel more connected to the with whom they work, and the company that employs them, they are more likely to excel at their tasks, and give their all at the office.

A good corporate culture not only increases productivity, but it helps with employee retention, and improves a company’s image.

Increased Productivity

Even if it the corporate culture is still a work in progress, rewards will produce immediate results. There are a couple of ways in which you can introduce employee incentives.

The most important thing to remember is that you want to do something that will help to increase productivity, while not letting employees get distracted from their work.

One way to do this is to create a company-wide competition.

You can base it on results or, if you want it to be more relaxed, something fun like a weight-loss competition or a March Madness sweepstakes. The benefits of such competitions are two-fold. They help to mold that company culture that you are looking for, but they also motivate people to produce better results.

Another employee incentive can be to give people service awards for good work. If people remember that their hard work was rewarded in the past, they are more likely to repeat their actions in the future.

Good Publicity for Your Company

Social networking site LinkedIn recently gave each of their employees an iPad Mini, something that was well publicized both on news sites and on social media.

Word of generosity spreads fast, and generates free PR for a company, which provides more business for you, plus a greater pool of willing applicants for you to hire. Obviously it is unrealistic to give out free iPads regularly, but there are ways that you can recognize your employees publicly using resources such as social media.

For example, a picture of a person holding their award for Employee of the Month will fast spread through social channels.

Fostering a Community

We are long past the Ebenezer Scrooge way of managing our employees.

The boss is no longer the enemy.

A company is a community, and it must be so in order to succeed. If you want to bring your company to the next level, consider a rewards program to improve your corporate culture.

So, what do you do to reward your employees? How often do you reward them? Or have you forgotten how or when to reward them? And how’s that working for you? I would love to hear your thoughts!


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Robert Cordray

Robert Cordray is a freelance writer with over 20 years of business experience
He does the occasional business consult to help increase employee morale
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Sowing the Seeds of Mutiny – The Lunacy of Just-In-Time Scheduling

Acrobatic Employee

Every company wants to run a tight ship because it is important to make efficient use of resources and to schedule employees work hours to make sure that customers get the very best experience. 

But this mindset can go too far and begin to sink that tightly run ship…

Far too many organizations are pursuing this goal at the expense of their employees by employing a tactic called “resource optimization” or “just-in time scheduling.”

Just-in-Time, Out-of-Touch

Just in Time Scheduling , widely used in the service industry, results in last-minute schedule changes with employers even sending workers home after they arrive for work or asking them to stay beyond the end of their shift.

This practice is ridiculous, really.

Time and time again, managers and corporate planners put policies in place that are meant to boost numbers or cut down on overhead, but actually work much better to anger and alienate their employees.

Retail companies (Whole Foods and Container Store, among others) are notorious for this, rotating their employees’ schedules to meet customer demand, and inadvertently disrupting their personal lives in the process.

The flexing schedule is meant to keep costs down and provide improved service for customers, but instead creates resentment among workers who can’t plan other responsibilities around an unpredictable schedule.

Bad for Business

Employee MutinyIt sounds great in a corporate board to utilize employees or resources only when they are needed. That is not to say employee scheduling should not be managed or maybe even automated – that would be naive.

But scheduling employees to open the store one day and close the store the very next day is not only bad for them, but also bad for business.  Employees who don’t feel like they have some control over their time can leave work feeling left out, in the dark, and like they have no control of their lives outside of work.

If employees feel like they are getting the runaround from management, or that their interests are secondary to profit, the only outcome is reduced job satisfaction and plummeting morale.

If the ship metaphor holds, these are grounds for mutiny.

Righting the Ship

Little by little, managers and corporate policy-makers are starting to understand the importance of happy, engaged employees – according to Vineet Nair in his recent book Employees Come First, Customer Come Second:

“If you do not put the employee first – if the business of management and managers is not to put the employee first – there is no way you can get the customer first.”

Plenty of companies are still out there making decisions based on dollar signs instead of their employees’ best interests. If only they understood that if they put their staff members first, necessities like efficiency, teamwork, and great customer service improve naturally!

Until companies realize that personally invested, contented employees are their greatest asset, there will continue to be this kind of poor decision making that keeps workers and managers at odds, hurting the productivity of the business at every level and sowing the seeds of mutiny.

What good is a captain without the support of his crew?

So, how are you managing the scheduling for your employees that works best for everyone involved? How can you work to keep the right balance of employee engagement with profitably and productivity and avoid a mutiny? How close are YOU to irritating your people to where they make YOU “walk the plank?” I would love to hear your thoughts!


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Anil Saxena
Anil Saxena is a President & Senior Consultant Cube 214 Consulting
He helps organizations create environments that generate repeatable superior results
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Leadership Transparency: When the Unexpected Happens

Hiding Under Desk

It is human nature to create our own reason to a problem when something unexpected happens and when we don’t know the true answer.  It is a survival instinct to explain the unexplained and to provide purpose to the unknown.

And when leaders don’t realize this human tendency, it can really damage morale and productivity in the workplace.

Understanding Leadership Roles

A few months ago I had a conversation on leadership capabilities with a General Manager that I have known for most of his career.  We discussed the different challenges for leaders depending on what type of organization they head.  I wanted to get his perspective on the differences he observed in leading his current organization versus leading the mainstream business.

When I mentioned a colleague’s recent move to lead a “turnaround” organization because the previous leader failed, he questioned my premise.

He defended the other leader and the organization.

  • He was adamant that the previous manager was a great leader
  • He insisted that the change was not a result of  any mistakes
  • He also argued that the organization was not in trouble

Getting to the Truth

But my colleague was uninformed and incorrect. He was just plain wrong. And I thought that he needed to know the truth. So having insight into the organization in question and having a long time relationship with this GM, I spent some time with my colleague and gave him the truth.

I was up front and told him that many people simply didn’t know the truth about the situation. And without enough communication on the subject matter, the reason for the leadership changes would probably not be clear to those who worked for the replaced leader. My friend who worked there simply believed something different than what actually took place because he didn’t have the facts.

So in communication the truth, my honesty provided a new perspective to this leader and he thanked me for giving him a new lens on being transparent.

When something unexpected happens and leaders don’t communicate enough, followers will make up their own story which may not paint the right picture.  The leader may think they have provided what’s needed but a high level statement will not be sufficient if it does not contain enough “why.

A Little Closer to Home

I serve on the Board of Directors of my Home Owners Association.  I could write a new reality show on the drama that exists in a community that appears from the outside to be a beautiful paradise.

I have learned that this is not uncommon in large communities.  Who knew?

Due to different circumstances during my tenure, we have had a lot of turnover on the Board and with the Association Manager.  In most circumstances, the board was not able to disclose the reason for the departures without legal risk.

I recently got to know one of my neighbors with a great network within the community.  She told me the various rumors that were circulating on the different departures.  I could not believe my ears.  The stories were so far from the truth, it floored me.

I asked her “how do people make this stuff up?”

When information is lacking, people will create their own version of what they believe to be the truth.  The more distrust in the leader, the more harmful the story.

Impacting Morale and Results

I recently had lunch with a colleague who works for a small company in the Midwest.  She shared an unfortunate example of lack of transparency and the impact.

The CEO of her company unexpectedly announced her departure.

The CEO’s statement followed by a scarce press release from PR created a whirlwind of water cooler talk filled with employees speculating if they should bail ship.  Stories being conjured up included lack of faith in the company, indiscretions, political aspirations, health issues and so on.

It has negatively impacted morale and productivity in a time where the company can’t afford to pause.

My colleague’s concern was that the true reason may never be known which could unintentionally shake the foundation of bench leaders or cause the company to go under.

A Better Way To Lead: Use Wisdom and Truth

Here are a few questions that can point to a better way to handle things:

  • Leaders need to consider when something unexpected happens, how much can and needs to be disclosed?
  • What do employees need in order to have trust?
  • How can a leader turn concern into contentment and acceptance?
  • If legal risks or confidentiality prevent details from being disclosed, what CAN be communicated?

Shortly after one of our Association Managers left unexpectedly and an angry crowd showed up at the board meeting demanding to bring her back, we disclosed that due to risk of litigation, we couldn’t provide details.

Amazingly the noise stopped!

We didn’t have to disclose the details, we just had to provide the “why”.

Have you experienced a leader being transparent in a rough situation that resulted in unexpected success?  What examples do you have of leaders not being transparent and the consequences?


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Cheryl Dilley
Cheryl Dilley 
is a Program Director at Intel Corporation
She is a transformation leader, coach, and program strategist
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