Either he goes or I do!
Have you heard this from someone on your team? I’ve been in a few rooms over the years where people have given this ultimatum. Let me tell you, it makes you want to vote for the other guy every time, even if the person giving the ultimatum has more value.
If you have found yourself in this position, where a prominent influencer has issued an or else statement, you could have avoided it by maintaining a balance of power.
We often see this in volunteer groups where you have an outspoken member whom you have given a wide berth over the years. For example, they may raise more money than the rest of the group and feel they have a more significant say in spending it. The mistake was made before the first dollar was raised. To maintain a balance of power, the entire group must buy into the mission of the fundraising round. Decisions like spending money need to be made before the fundraising begins.
Decisions on how long an event should run and what activities will be included should be a team decision, not pacifying the loudest among you. I’ve even witnessed a “if we don’t do this, I’ll quit” comment, and my standard response followed; “Don’t let the door hit you in the butt on the way out.” You can’t be held hostage by the loudest and most aggressive in the room. Pick your team well, and keep that balance of power even.
Balance of power
The power balance in leadership refers to a leader's efforts to ensure a healthy and fair power distribution within the team. Influential leaders recognize the importance of finding a healthy balance in the power dynamic and understand that power should not be concentrated in the hands of just one or two team members.
We maintain this balance mainly through equal participation and acknowledgment to the entire team. Sometimes, even though it is not the best on the table, utilizing an idea from one of your soft-spoken members helps spread that power to others. It also quiets the louder voices when you pay attention to less aggressive ones. That doesn’t mean sacrificing quality but supporting those that are often steamrolled.
Let’s move this example from a group of volunteers to the C-Suite. Which one of your team believes they have more power than their chair provides? How much rope have you given this person over the years? It may be because their department is excelling while others are falling short. But does their opinion on finance matter if they run the engineering department?
Give yourself a sanity check.
If you aren’t sure you are allowing this power imbalance to play out, look at your last dozen decisions. Ask yourself if another option existed and who was lobbying for or against. Did you take the one with the least resistance from the loudest member of your group? If so, you may be setting yourself up.
As leaders, we want as much participation in discussions as possible. We surround ourselves with people we respect and whose opinions we value. This inner circle should have one common goal, which should mirror your vision for the organization. During your brainstorming sessions with these teams, ensure that you elicit opinions from everyone. Give them the space and the time to feel safe with their voices.
Maintaining a balance of power in the C-Suite of an organization is essential for effective leadership and decision-making.
Here are some key things a leader should do to achieve this balance:
Clearly Define Roles and Responsibilities: Ensure that each member of the C-Suite has well-defined roles and responsibilities. This reduces ambiguity and potential power struggles by specifying who is responsible for what areas of the business.
Set Clear Expectations: Communicate your expectations for each C-Suite member's performance and how they should interact with each other. Make sure they understand the shared vision and goals of the organization.
Encourage Open Communication: Create a culture of open and honest communication within the C-Suite. Encourage team members to express their opinions, provide feedback, and voice concerns. Open dialogue can help prevent conflicts from escalating.
Regular Meetings and Updates: Schedule regular C-Suite meetings to discuss important matters, share updates, and make decisions collaboratively. These meetings should allow for input from all members and ensure that everyone is informed and engaged.
Mediation and Conflict Resolution: Be prepared to mediate conflicts if they arise. Address issues promptly and impartially to prevent them from escalating. Consider involving an external mediator or HR if necessary.
Foster Teamwork: Encourage a sense of teamwork among C-Suite members. Stress that their collective success is more important than individual achievements. Consider team-building activities and initiatives to strengthen their relationships.
Inclusive Decision-Making: Ensure that major decisions are made collectively and that all C-Suite members have a voice. This can help prevent any one individual from amassing too much power.
Transparency: Be transparent about major decisions and the rationale behind them. This transparency can help build trust and reduce suspicion among C-Suite members.
Appoint an Independent Board or Advisor: Consider having an independent board or advisor who can provide an external perspective and help ensure checks and balances in the C-Suite.
Regular Performance Assessments: Conduct regular performance assessments for each C-Suite member. Evaluate their effectiveness in their roles and how well they contribute to the organization's goals.
Succession Planning: Develop a clear succession plan to ensure a smooth leadership transition within the C-Suite. This can help prevent power imbalances that might arise during leadership changes.
Lead by Example: As the organization's leader, demonstrate the behavior and values you expect from your C-Suite members. Your leadership style and actions can set the tone for the entire team.
Maintaining a balance of power in the C-Suite requires continuous effort and vigilance. By implementing these strategies, a leader can create a harmonious and effective executive team that works cohesively for the organization's benefit. I can’t speak for you, but when I am faced with that decision, it’s either “him or else”; my pick will be for him. I never want to be ‘or elsed’ by anyone.
Finding balance is hard work today, but it can lead to a better and smoother tomorrow. Connect with us in a 30-minute free consultation to see if we can get you to that better tomorrow!