By RANDALL MILLER
During my early adult years, while serving in the United States Army, I learned a valuable lesson that has benefited me throughout my entire adult life, making me a much more effective leader in every leadership position I’ve held. Accordingly, I have always felt a certain obligation to pass this information on to others and have done so at every possible opportunity.
Pragmatic leadership has a framework of just three common-sense rules that can be applied by anyone, anywhere, to enhance one’s leadership effectiveness. Its practice will lead to success in any type of situation, at any level of leadership position, and with any size organization. It is behavioral in its theoretical approach, which maintains that effective leadership can be both learned and successfully practiced by anyone who acquires the necessary skills or behaviors.
A practical application of the perception and judgment of its three rules is essential and, thus, is primarily intended for working practitioners in the exercise of their leadership responsibilities. These three rules can be applied nonsequentially and depending on the situation. Ideally, continuous and simultaneous implementation of the three steps is suggested for optimum benefit.
RULE #1: SURROUND YOURSELF WITH THE BEST PEOPLE
Many insecure leaders are fearful of hiring those of greater intellect or expertise out of a perceived threat of being replaced by those same individuals. Instead, they employ less qualified, overly loyal employees often referred to as “Yes Men.” In doing so, they lead themselves down paths of mediocrity and incompetence, blinded by inaccurate and incomplete information. Their perceptions are rose-colored to suit their desires; thus, their decisions are made to fit their erroneous perceptions of reality. Consequently, their effectiveness as leaders is impaired, as is their organization. Alternatively, a policy of seeking the “best and brightest” results in “synergy,” where the whole is greater than the sum of its parts.
The key to interpersonal synergy is intrapersonal synergy, which refers to the inner quality of each individual. By selecting the most qualified individuals, a leader increases the probability of synergy in creativity, productivity, and performance outcomes. Since a leader is ultimately responsible for the success or failure of the group he leads, it seems only logical to forgo the self-indulgence of ego gratification created through an organizational culture of the “Yes” mentality for the reward of synergy in action.
What should a leader look for when selecting his staff? First and foremost, individuals must have the knowledge and skills to perform the requisite functions that further the vision of what is to be accomplished. This includes assembling a staff with a variety of abilities that complement each other rather than members who are experts in the same discipline. Second, find individuals who interact well with others and who are team players. All the expertise in the world negates itself if a person is so antisocial that his mere presence creates a hostile work environment.
Another consideration is John Rohr’s concept of “regime values,” which says government employees must take an implied oath to support the goals and values of the Constitution. When a government employee can no longer support those constitutional values, the employee should resign because both the regime’s and the individual’s health and well-being depend on it. This thought can be extended to include any organizational setting. Employees need to support the goals and objectives of their employer.
Finally, these employees should possess the strength of character that cements integrity, even in the most difficult situations. Their personal values should be grounded in a set of incorruptible values that complement the regime’s values and are balanced regarding institutional vs. personal loyalty. “Honor bound” should be their guiding ideology.
A leader of career, merit employees may not have the option of choosing those around him. Also, a public administrator must routinely follow civil service regulations or contractual bargaining agreements that may limit the authority he has in selecting or removing workers. To remedy this situation, continuously train and educate in the technical and interpersonal skills that facilitate job productivity and employee interaction. The outcome may not be that which is ultimately desired, but it will improve the prevailing state of affairs. Additionally, my experience in public administration has taught me that a merit system or contractual employee can be removed from a situation if adequate documentation is kept, due process procedures are followed, and the cause is just.
RULE #2: GIVE THEM MEANINGFUL AND CHALLENGING TASKS
What constitutes meaningful and challenging? Pragmatic leadership requires leaders to assign jobs that are important to the goals and objectives of the organization. In doing this, an effective administrator will match the job to the ability of the individual by assigning “stretching goals” that are challenging, yet attainable, but only with significant effort. Difficult, specific goals not only positively influence personal aspirations and provide a sense of purpose for employees, but they also permit measurable standards for performance evaluation.
Giving employees ownership over their responsibilities by including them in the decision-making process is commonly referred to as “empowerment” or “shared leadership.” Committees are an effective means of enhancing employee ownership. When employees take part in organizational decisions, it’s less likely they will argue against or criticize the ensuing policy and blame management if things don’t work out. They not only feel empowered to make policy decisions, but they also assume partial responsibility for policy consequences. Delegation of authority is a component of effective command.
Organizational leaders should curtail employees’ idle time or downtime. Work is a natural part of human nature, and people inherently thrive on physical and mental activity. Although the degree of ambition may vary from person to person, talented individuals who have obtained a requisite level of sophistication are likely to be highly motivated and prefer action over inaction. Boredom and decreased job satisfaction are products of idleness.
Employee productivity is more likely to improve job satisfaction. A positive attitude toward the job, better interpersonal relationships among workers, less tardiness and absenteeism, and increased commitment are among the numerous potential advantages of meaningful and challenging work.
RULE #3: TAKE CARE OF YOUR PEOPLE
Research has shown an association between higher job satisfaction and such factors as better pay, sufficient opportunity for promotion, consideration from supervisors, recognition, good working conditions, and use of skills and abilities. Other important factors of job satisfaction include mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues. Additionally, basic physiological needs such as food, water, shelter, and so on form the foundation of an adequate support system. Thus, life in a free market society necessitates a financial cornerstone relative to the position an employee occupies.
A good leader ensures employees are paid what they are worth relative to the economy and are presented with the opportunity for advancement in their career by preparing them to move up and publicly recognizing them for their contributions. Consideration for employees begins with establishing mutually respectful relationships. A leader should speak to every person as an equal while maintaining a sense of formality and keeping one’s word.
An appropriate work environment contributes to worker satisfaction and increases the opportunity to optimize efficiency. However, good working conditions do not guarantee complete happiness in the workplace. If tensions among fellow workers become strained to the point of backstabbing and undercutting, the most splendid building will not ease the trip to work each morning. On the other hand, workers who have a sense of camaraderie can transform labor in a salt mine into a game among friends. To do this, leaders must build a sense of community; one of organization, sharing, and supporting not only each other but also the struggles of the organization as a whole.
A 1997 study on performance monitoring found that flexibility may be more important to organizational success than maximizing short-term utility. Managers need to accommodate employee needs and desires and at the same time balance them with the best interests of the organization. By continually saying “Yes,” a leader easily finds superficial popularity among subordinates by succumbing to their every whim. But, he does so at the expense of the organization’s health.
If we assume an organizational leader’s responsibility is framed by the interests of the organization, then his first responsibility is to that organization’s welfare. In doing so, he displays concern for the employees because it preserves their financial livelihood and occupational well-being. Sometimes saying “No” to employees when it is in the best interests of both the organization and its employees is difficult but necessary. It may result in a loss of “fair-weather” friends. Such is the price of effective leadership.
There are endless ways to take care of people; a leader should be creative and use as many approaches as possible. The path to success in this endeavor is to find what works in each situation while maintaining the priority of interests between an organization’s mission and its workers. The framework of pragmatic leadership offers a simple, common-sense foundation on which to build a successful career in public administration.
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RANDALL MILLER, D.P.A., is an associate professor at Augusta (GA) State University, where he teaches in the graduate MPA program and undergraduate classes in American government and public administration. He retired from the fire service in 1997 as training chief for the Peoria (IL) Fire Department. Miller has a B.S. in psychology from Illinois State University and an M.A. in interpersonal communications from Governors State University.
