More Ted, Less Don

It is 3rd of November 2024, a day which marks the 20th wedding anniversary for my wife and I. It is also two sleeps away from another day of fireworks; Guy Fawkes here in the UK, and the 60th quadrennial presidential election across the pond.  

You’ll be relieved to know that I’ll spare you the details of the celebration of our ongoing marital union, and the failed plot to blow up the union of the British Parliament. But I will take this opportunity to reflect on a well-used quote commonly attributed to Theodore “Teddy” Roosevelt (the 26th President of the United States), who is consistently ranked as one the nation’s greatest leaders in polls of historians and political scientists. 

His famous quote, “Nobody cares how much you know until they know how much you care”, could be seen as a prescient warning to Americans – and people the world over – in light of Donald J.Trump’s recent proclamation that, “I’m going to do it whether the women like it or not.” If these quotes personify their speakers, then I think it’s fair to say that one cares about others, and the other cares about oneself. It may even reflect the core differences of leaders now and those from bygone times. Some for sure, anyhow. 

A wise old owl once said to me, when describing two very different leaders, that “‘‘X’ would get things done faster, but ‘Y’ would take people with them for further and for longer”. Speed isn’t necessarily the best outcome, particularly if the route is headed in the wrong direction, and especially if folk aren’t with you. Clearly I’ve never met Roosevelt (he was a bit before my time), and the same goes for Trump, but my best guess would be that, in this example, we could substitute “X” for Donny and “Y” for Teddy. 

If you’re a leader who wants to take your team further and for longer, or one who happen’s to be in a leadership position (and these can be very different things), you could do much worse than take heed of Teddy’s quote, for he knew the importance of building trust, rapport, and respect with those you lead and manage. He knew that folk are far more likely to be motivated, engaged, and to respond positively to a leader’s vision when they they feel genuinely valued, listened to, and supported. He knew that, with this approach, people would willingly follow their leader, not merely follow a “leader” because of their status or job title. Status and title alone do not make a good leader, period.

Not convinced? Take a moment to reflect on those “leaders” who didn’t get the best from you. Were they charismatic? Perhaps. Did they prioritise their views over yours? Probably. Were they more concerned about “being seen to be right” rather than exploring your thoughts and methods? You get my point. 

Unfortunately, an alarming proportion of those who assume leadership positions today – in business and sport particularly – go with the Donny approach, rather than the Teddy one. They rush to judgement before bothering to seek understanding. They value their charisma and standing, ahead of collaborative decision-making. They are personality driven. They are lots of things, but genuine leaders they are not.  

So if you want to be in rarified company (ie. an effective leader), try to be more like the 26th American President and less like the 45th version…..who hopefully won’t be the 47th as well!

Here’s some useful tips to be more Teddy and less Donny:-

• Prioritise rapport and understanding: Be genuinely interested in the experiences, needs and challenges of each and everyone of your team. Instead of jumping straight into giving directives, take the time to understand what each person cares about, and what inspires them. This approach will help team members feel respected and valued, which in turn will lead them to be more open to your ideas (well, with most of them anyhow!)

• Build trust through consistency and transparency: Trust is the foundation of effective leadership. Be transparent about your decisions and communicate openly, so people know what to expect of you. Consistent actions will build confidence that you’re leading with integrity and a clear purpose. When people feel they can trust your intentions, they’ll care more about your vision and goals for the team.

• Show support and recognition: Recognise team members’ contributions, both big and small, and acknowledge their hard work. When people see (and feel) that their efforts are valued, they will be more motivated and willing to rally behind your leadership. Remember this is 2024, not the 1990’s. Strong leadership isn’t about showing ‘tough love’. It’s about supporting your people as best you can.

• Listen before offering solutions: Inexperienced and/or ineffective leaders are quick to provide solutions. However, showing that you care, and that you respect your team members, first involves hearing their concerns and ideas without rushing to judgement or offering advice. It builds an environment where everyone knows that their voice matters. When people feel heard, they’ll be more receptive to feedback, ideas, and suggestions from you.

• Invest in personal and professional development: Showing that you care includes helping people to reach their full potential. This should apply to all folk, regardless of their role in the team or organisation. Too often, development opportunities are only offered to those deemed to be in high-ranking positions. Be better than that. Invest in training and mentoring, and tailor these opportunities to individual goals and interests. This will demonstrate your commitment to their success and future, not just immediate performance, making them much more receptive to your leadership. Look after your people and they shall look after you, as they say. 

• Encourage open communication and psychological safety: Create a culture where team members feel safe to voice their ideas, and even disagreements, without fear of criticism or retribution. Invite feedback, both motivational and developmental, and show appreciation for honest communication. This builds an atmosphere of trust and respect, and team members are more likely to value your thoughts because they know their opinions are equally respected. It says more positive things about you as a leader when you encourage honest opinions, than it does cultivating a team full of nodding dogs. 

• Lead by example with authenticity and humility: Demonstrate that you’re not above the team, but part of it. Role model humility by admitting your mistakes, and being open to learning and improvement. You don’t know everything, nobody does, so stop acting like you do. Be authentic in your interactions and avoid using authority alone to gain the respect of others – it won’t. When people see you lead with integrity and vulnerability, they will trust your intentions.

• Demonstrate care in difficult situations: During challenging times, such as organisational change or high-pressure situations, show that you’re still committed to the team’s wellbeing. Acknowledge stress and offer support, whether through flexibility, additional resources, or simply by just being there for someone. Folk are more willing to support leaders who stay connected to their needs, especially when times are tough.

• Respect work-life balance: Recognising and respecting the work-life boundaries of your team members shows that you value them as people, not just employees or players etc. Encourage a healthy balance by respecting time off, setting reasonable expectations, and understanding personal responsibilities. Team members will feel that you truly care about their wellbeing, resulting in them being more engaged and likely to give their best effort.  

• Inspire though a shared vision: If team members know that you’re invested in their success, they’ll be more open to the goals you set them. Connect their individual contributions to a larger purpose and (genuinely) involve them in decision-making to foster ownership and commitment. People are inspired by leaders who show that they care not only about the team’s results but also about the individuals who make those results possible. 

Essentially, Roosevelt’s quote signifies – to me anyhow – that when people feel cared for, they become much more invested in their leader’s vision, which ultimately creates a more cohesive, motivated, and productive team. 

It’s also the nice way to lead, and the right way to be.

Be much less Donny, and much more Teddy 🙂

Oh, and happy anniversary Mrs W !

It would be great to hear your views on any of the above, whether you agree or otherwise, so please do share your thoughts below……..

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