Reasoning not Rank

'Man must gain his proper end by reason.' - Thomas Aquinas

Reasoning is the application of logic or experience, whether yours or someone else's, and is essential for a competent leader's judgements.

The trusted leader reaches decisions through seeking and sharing sound reasoning, knowledge and solutions. This approach builds trust because it shows that reasoning, not rank, will direct the team.

Adopting this leadership style means organising the work and the systems around the people who have direct contact with the customer. Make sure that decisions about changing, improving or measuring systems are made with the people who do the work.

And when you announce your decisions, give your reasons.

Meritocracy

When you have a culture where reasoning directs the team, it shows colleagues that any reasoned contribution is welcome and can have an impact on the organisation.

A true meritocracy should mean more than just ability being a passport to higher rank; it should mean that any contribution, regardless of its rank, is listened to openly and treated on its merits.Conversely, ineffective work cultures judge ideas based on the rank of their contributor.

Encourage collective decision-making that includes people with ‘shop floor’ experience, especially with issues of technical expertise or experience of customers. Don’t be afraid to relinquish sole decision-making, because collaborative decisions usually involve a greater base of expertise. But make sure that you steer the group towards completion of the discussion and towards the next step.

Steer people to contribute their own reasoning by asking:

• What is our ultimate aim in this?
• Are we doing the right thing in the right way?
• What is the next step?
• What are the key deadlines that we must make?
• Whose expertise can help us?
• Can you help me to understand why?
• What are the objectives of the meeting?
• What is X's position going to be?
• How are you going to get X to feel a sense of ownership of the problem?

A vital component of gaining trust by a reasoned approach is openness:

• Tell people directly and at the soonest opportunity about things that could affect them, whether it is good news or bad, and the underlying reasons.
• Never allow rumours to circulate: get in there first with the correct version.
• Always be up front with people about what is being said about them, and, where relevant, give them the opportunity to comment on and address concerns anyone may have about them.

Through these techniques, over time you will build the expectation that people get the truth from you.

Everyone knows the importance of communication in organisations. But think of it as a matter of continuous improvement, for it is a task never finished. So if you think communication is going nicely in the organisation, don’t assume you can reduce the amount of time you spend communicating information to, or consulting with, your colleagues.