Page 161 - Fearless Leadership

148 FEARLESS LEADERSHIP

aligned, or are unresponsive. But who is accountable? Is it the individual
whose behavior we judge as ineffective or unproductive, or is it the orga-
nization that fails to provide a consistent, uniform method with which peo-
ple can align and resolve problems?
Let’s return to the question: Why is it we have specific guidelines, meas-
urable milestones, and explicit accountabilities in all areas of business, but
we think we can build a high performance culture without this same rigor?
Committed partnerships are not naturally occurring phenomena; people
must learn how to build stable and effective partnerships.
In building a high performance culture, committed partners learn new
behaviors and raise the standard of behavior throughout the organization.
Leaders and employees insist on holding one another accountable for high
standards. You will no longer need to referee conflict between people and
groups because they will have a clear and unambiguous process for work-
ing efficiently and effectively together.
You can look the other way, but until a high behavioral standard for
working together is firmly embedded into the organization’s DNA, peo-
ple will compensate and deliver the best they can in a dismal and dysfunc-
tional environment.

FROM “I CAN DO THIS ALONE” TO
“WE ARE IN THIS TOGETHER”
Fearless leadership starts with seeing what you cannot see and taking
accountability for your impact. Committed partners create an environ-
ment in which it is safe to say “I have a blind spot,” “I made a mistake,”
or “I need help.” This environment of trust, openness, interdependence,
and active mutual support eliminates the façade of pretending to have it
all together. Committed partners have their attention on recovery, not per-
fection, and they learn how to move swiftly in identifying and resolving
breakdowns. Here is the key: their commitment is to being effective, not
being right.
Committed partners develop a relationship in which they are for each
other, both privately and publicly, and operate with the conviction that
when one person fails, every one fails. They do not allow conspiracies
against one another or the organization to form; they stomp out doubt, gos-
sip, and skepticism, and they stand for company initiatives. Team mem-