I cultivated my leadership skills in one of the best leadership laboratories in the world, the United States military. And much like the traditional corporate structure, the military is very bureaucratic. We wear our rank on our uniform every day, yet you can still find leaders at the lowest levels—not in charge of anything. That’s because leadership is about our behaviors. It’s not about being the boss or in charge of people.
We manage things (data, processes, equipment, schedules, etc.), but we lead people. When we manage people, we usually get compliance. They do what they are told because they have to. But when we lead through influence, we can tap into that discretionary effort in others. The effort they give not because they have to but because they want to. In today’s dynamic corporate landscape, leadership must transcend mere titles. True leadership is about influence, inspiration, and impact, irrespective of hierarchical positions.
Challenges Faced
In 2017, I worked as an external consultant and led leadership development training for a Fortune 500 oil & gas organization. It had a very difficult year when it came to workplace safety. Employees were getting hurt at an alarming rate. The corporate hierarchy created a stark divide between office employees and field employees. This divide stifled innovation, hindered employee engagement, and created a culture of fear driven by productivity pressure.
Solutions Implemented
- Lead by Example: As humans, we tend to mirror the behavior of others around us, for better or for us. We created safety leadership engagements between the corporate staff and field personnel that helped bridge the bureaucratic divide. Key organizational personnel prioritized leadership visibility at the field level and developed authentic relationships, creating higher trust.
- Embracing Service-Based Leadership: Employees from every level of the organization were introduced to dynamic leadership development training focused on service-based leadership principles. They learned practical tools to help them have difficult conversations and meet the needs of others. In turn, this helped inspire others to seek opportunities to learn new skills and perspectives to expand their influence.
- Building a Culture of Forward-Looking Accountability: The traditional notions of accountability are rear-view-mirror-focused. If someone does something wrong, we point the finger at them, and they get in trouble. Forward-looking accountability is not about pointing the finger at someone; it’s pointing the finger at ourselves. It’s about looking inward and examining our role in situations and what we can do to help prevent them from happening in the future. The training provided to employees included experiential activities that kept them engaged and helped them develop the real-world application of forward-looking accountability.
Results Achieved
Implementing the above strategies has helped this organization create an industry-leading safety leadership culture that thrives on developing leaders at all levels. Since 2017, it has seen a dramatic decrease in their safety incidents. This has saved the company money through its insurance, helped increase retention and lower turnover, and created a culture where employees feel seen and heard.
Conclusion
The best part about this specific situation is that it has transcended just the safety aspect of the work. By implementing strategies such as service-based leadership principles and forward-looking accountability, individuals can transcend their titles and become catalysts for positive change within their organizations. Embrace the opportunity to lead beyond your title and watch as your influence transforms your career and the entire organizational culture around you.
Leadership should not be confined to hierarchical titles. Authentic leadership emerges from individuals who embody vision, empathy, and a commitment to growth. By fostering a culture where leadership is valued at all levels, organizations can unleash the full potential of their workforce and thrive in today’s competitive landscape—whether that is improving their safety culture or increasing their bottom line.
