Bungee Cords and Leadership

Do you see something in the picture below that makes you gasp? I gasped when @Dana Smith (one of our great neighbors) showed me a picture of this ladder leaning against a nearby apartment building. The 4-story building is being painted. 

Yes – you’re seeing that right. Bungee cords were tying multiple ladders together so the painters could climb 60+ feet high.

As an outsider looking in, I want to jump in and micromanage their safety. Which begs the question, what leadership strategy could be helpful here?

First thought - micromanaging, which is best in situations where there is a gap in knowledge and learning. It is not an effective route when employees know better and are going around company protocol.

Second idea - maybe the issue is more related to vision. Was the leader clear on the vision for safety? In the absence of a vision, teams often devise their own vision and accompanying standards. Perhaps there hasn't been a two-way conversation about the vision to ensure that all parties are seeing the same vision.

Third and perhaps more obvious - maybe the issue is accountability. The vision could have been set, but unclear communication related to how the team will be held accountable to uphold that vision may be lacking.

The last obvious leadership strategy that might ensure more safety in this bungee cord tale is that the leader has not enforced clear norms related to safety. Assuming that bungee cords tying multiple ladders together is not the desired norm, one has to ask if the issue is more with the employee behavior or more with the leadership action.

Here are two useful reminders in leadership:

1. Clear visions explain "the why", which Simon Sinek does a great job of in this video.
2. When you observe your team's activity, think about the norms you observe. Consider this concept of who is "in the circle." In team settings, there is a sense of peer pressure to comply with the norms of those "in the circle."

The team's norms and values drive the employee's behavior, especially those behaviors when no one is looking.

The image below captures this concept of "in the circle."

Maybe there were a couple of voices in that painting team that asked for a boom lift. If the dominant “in the circle” voices value bungee cords (as it seems is the case), then bungee cords will be used.

Slowing down, spending the right amount of time on the vision will make for better quality because expectations are clear and happier employees because they feel set up for success.

I welcome the opportunity to chat with you about how your team is showing up, how you trust and verify and how you hold your teams accountable.

Kerri Burchill, PhD

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Kerri Burchill, PhD is a leadership consultant and coach. She is the founder of North Star Coaching, which helps leaders and teams improve their interpersonal communication, improve trust and increase productivity.

Kerri combines the knowledge from her PhD and 25+ years of leadership experience to help leaders slow down to go fast. She understands how the day-to-day spin can put leaders in a firefighting mode and is talented at helping leaders shine like a North Star. Kerri has worked in three countries and currently consults with leaders and teams in a variety of industries.

Kerri offers training, coaching, team development, and leadership round table groups. She is comfortable facilitating messy conversations, shifting mindsets and holding leaders accountable to shine like the North Star. Kerri has published articles in peer-reviewed books and is currently working on a book capturing the inspirational stories of leaders and their growth. Check out her YouTube channel, for more leadership and communication tips.