Inspiring a diverse group of individuals can be one of the most rewarding aspects of a CEO’s job. Solve problems. Nurture growth. Watch your team meet their potential. It’s all incredibly satisfying.
That emphasis on people also makes the converse true — it’s difficult to have tough conversations with people you care about. Executives present a unique challenge in this arena. They’ve built successful careers on particular styles, tools and techniques. Because those methods got them where they are today, I’ve found that executives are often less receptive to change.
While a CEO shouldn’t be prescriptive with their e-team, there are situations that call for realignment. Executives can affect the entire company’s momentum. How can you introduce tough conversations without negatively impacting results? To answer that question, let’s explore three examples.
1. Company Values Misalignment
Values form a company’s culture. They’re the north star that guides decision-making, conflict resolution and collaboration. None of that is possible unless the e-team embodies those values. Leadership must model them while inspiring others to do the same.
Unfortunately, personal values often intertwine with professional values. Rather than a more objective conversation about measurable results or business impact, it risks appearing like a personal attack.
Complicating this is the reality that an executive can deliver results and lead a high-performing team even if there’s a values misalignment. How do you correct without disrupting results?
• Deal with the issue when it’s small. Address issues as they spark, rather than wait for them to grow into a flame that requires emergency extinguishing.
• Raise the issue as part of a larger conversation. Start a conversation around the company’s values, what they mean and how they should act on them. It’s easier to weave in the issue naturally and avoid feeling like an attack on their leadership style. It doesn’t have to be personal. “That’s not how we do that here” is a great way to be clear about expectations while acknowledging that there are other ways of doing things.
• Be specific. Identify the value they’re struggling with, misaligned behaviors and the impact it’s having.
2. Lack Of Strategic Direction
Leaders must be able to set a clear vision and strategy for their teams — it’s a core competency for the role. If their teams don’t have a clear picture as to where they’re headed and why, as well as the belief that they can deliver on that strategy, it’s only a matter of time before they become disengaged.
As CEO, I’m not there for every meeting and conversation. Having to parse what your executive said versus what their team heard makes addressing issues surrounding lack of direction difficult.
How can you deal with these issues when you’re working with perceptions, rather than hard data? And how do you do so in a way that doesn’t make them feel like you’re questioning their ability to hold an executive role?
A critical first step is to better understand what the actual issue is. Is it that their ability to build the vision and strategy is lacking? Or are they just having trouble articulating it in digestible ways?
Assuming it is the latter, I’ll work with that executive on their communication and presentation skills. I may ask them to talk me through their strategy documentation or let me observe them in one of their team meetings. Because we offer a coaching benefit at Moz, I might also ask them to pursue coaching to help develop their communication skills.
Overall, when you’re dealing with a situation where it’s unclear whether the issue is one of perception or action, it’s essential to observe for yourself and give feedback.
3. Failure To Foster Diversity And Inclusion
Leaders may express a commitment to building diverse teams and even be able to articulate why it’s important to do so, but if their actions aren’t in alignment, it’s important to address the disconnect.
Conversations surrounding diversity, equity and inclusion are challenging, as they often put the executive on the defensive. Executives may feel that you’re questioning their personal values or integrity.
Specific steps I might take to address this issue include:
• Providing 360 feedback or direct feedback
• Asking them to read a specific book or articles that speak to the specific DEI issue, then talk through their learnings
• Encouraging participation in 1-to-1 coaching to gain more self-awareness and better understand the impact of their actions
A CEO has a responsibility to foster an inclusive environment and culture. Having these conversations with your e-team is tough, but it’s critical for ensuring everyone feels comfortable and valued in the workplace.
In my experience, most executives want to create an inclusive environment. When they are struggling, it is often because they don’t see the way their biases and micro behaviors are making some people feel more valued than others on the team. As CEOs, our job is to raise their awareness so that their behaviors can match their intent.
Tough Conversations: It’s All About Trust
Trust is a critical element in high-functioning, productive relationships. It takes time and effort to develop, but it makes tough conversations easier to have.
Foster an environment where you and your e-team can learn about each other and appreciate the experiences that shape you. Encouraging this sharing builds a culture of curiosity, continual learning and authenticity that pave the way for constructive conversations that make the entire company better.
Lead by example. If the CEO is defensive or lacks trust in the face of tough conversations, the e-team will follow suit. I expect myself to be calm and curious in the face of tough feedback, no matter how inexpertly given. I have to model the standard I expect my team to follow.
Lastly, the tough conversation is just the beginning. Follow up later on how the conversation landed. What did the executive hear from you? How are they feeling about their ability to realign and move forward? The follow-up conversation is critical as both a comprehension and accountability check.
