It's difficult to believe that loyalty can get in the way of a higher level of team performance; the type of loyalty to a CEO that could easily be considered as simply too safe and narrow, from a variety of perspectives. For instance, imagine for a moment a situation where you're a CEO and you hate arguments, what's the first thing that comes to mind when you think of loyalty?
Let's say I'm one of your Directors and I feel loyal to you, watch what can happen. One day a Sales Director approaches the Exec Team with a completely new approach that I don't agree with. She's trying to steamroller it through and quantifies this as a really crucial decision and the only approach forward. As I don't like arguments and I know you don't like them either, I'm trying to work out what to do. So do I let my loyalty get in the way of speaking the truth?
Should I Say Nothing, Out Of A Feeling Of Loyalty To You?
In another example, I find out that another Director has committed to a supplier in a situation that contradicts a decision we made last month as an Executive Team. Due to my loyalty to you as my CEO, I mention this to you on the way out of the meeting before I can bring it up with the other Director. You exhibit surprise but thank me for this information and promise to have a word with this other Director.
Now I'm in a dilemma. When you speak to this person next she will be very unimpressed because I spoke to the CEO before speaking to her. Even more so, in the Exec Team meeting tomorrow I won't know whether the subject has been raised by you as the CEO as yet.
Should I Do Nothing Because You Are Now On The Issue?
If I assume all of this and don't raise it with her, she could say that I had the chance to challenge the decision and I didn't say anything. If that situation pans out my own team who are also annoyed will think that I'm a washout. What should be done?
How Should Loyalties Be Managed?
Of course Directors should be loyal to their CEO and Directors and the CEO should have loyalties to the Executives as a team. However, you should encourage disagreement on important issues. If you feel that it will annoy or upset your CEO if you disagree, then you should remind yourself that top-performing teams don't duck difficult issues and consequently you should speak up.
The Director should have been more businesslike by having a word with the individual before the Exec and merely suggest to the CEO that they set the record straight so that there are no misunderstandings. When the Director is talking in this reassuring way the CEO won't have an excuse to take control of the issue.
The CEO needs to build authority in the Executive Team and resist the temptation to take an issue over, leaving it to the team to resolve themselves. You risk weakening their overall standing as a team otherwise. The CEO will always invest in the authority and standing of the top-performing team.
Ensure that a team fully understands the issue of loyalty to the team, as a team. This will ultimately lead to a top-performing organisation.
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Pete Ashby is the director of http://www.asaleader.com and specialises in profiling the virtues and vices of exceptional leaders. To learn more about key challenges for CEOs, Boards and Executive Teams => http://www.asaleader.com
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