Part 4 (1/2)

Level 2 leaders like people and treat them like individuals. They develop relations.h.i.+ps and win people over with interaction instead of using the power of their position. They s.h.i.+ft their focus from ”me” to ”we.” That att.i.tude creates a positive working environment. The workplace becomes more friendly. People begin to like each other. Chemistry starts to develop on the team. People no longer possess a ”have to” mind-set. Instead it turns to ”want to.” The workplace becomes more enjoyable for everyone-leaders and followers alike. Permissional leaders want to help people. They want to see them succeed. The prevalent att.i.tude is one of serving others and bringing out the best in the people they work with.

2. Leaders.h.i.+p Permission Increases

the Energy Level

What happens when you spend time with people you don't especially like or who don't like you? Doesn't it drain you of energy? That kind of environment brings most people down. Even in a neutral environment, if you are with people you don't know very well, doesn't it require a lot of energy to get to know them? Connecting with others always takes energy. Conversely, what happens when you spend time with people you know and like? Doesn't it give you energy? I know it does for me. Spending time with the people I love-whether at work, at home, or while playing-is my greatest joy, and it always energizes me.

Good relations.h.i.+ps create energy, and they give people's interaction a positive tone. When you invest time and effort to get to know people and build good relations.h.i.+ps, it actually pays off with greater energy once the relations.h.i.+ps are built. And in that kind of positive, energetic environment, people are willing to give their best because they know the leader wants the best for them.

3. Leaders.h.i.+p Permission Opens Up Channels

of Communication

The Permission level requires and cultivates good communication and side-by-side relations.h.i.+ps. Level 2 leaders listen to their people, and their people listen to them. I believe most leaders are naturally better at talking than listening. I know that was true for me when I was early in my leaders.h.i.+p journey. I was intent on communicating my vision to others and making sure they understood my agenda. I wanted communication to go only one way-from me to them. The result was that few people bought into my leaders.h.i.+p or my vision. I failed to realize that the road to vision buy-in was two-way communication. That meant I had to learn how to listen.

When you open up the channels of communication on Level 2 and really listen, here is what you must give others: Ears-”I hear what you say.”

Eyes-”I see what you say.”

Heart-”I feel what you say.”

Undivided attention-”I value who you are and what you say.”

Only when we do these things are we able to build positive relations.h.i.+ps and persuade people to follow us.

When leaders forge relations.h.i.+ps on Level 2, they not only create better communication, they also create an environment where people begin to work together in a spirit of community and to communicate with one another openly.

4. Leaders.h.i.+p Permission Focuses on

the Value of Each Person

Level 2 leaders.h.i.+p is relationally driven. That is only possible when people respect and value one another. It is impossible to relate well with those you don't respect. When respect lessens in a relations.h.i.+p, the relations.h.i.+p diminishes. You can care for people without leading them, but you cannot lead them effectively beyond Level 1 without caring for them.

Nothing lifts a person like being respected and valued by others. As a leader on Level 2, your goals should be to become aware of the uniqueness of people and learn to appreciate their differences. You need to let them know that they matter, that you see them as individual human beings, not just workers. This att.i.tude makes a positive impact on people, and it strengthens your leaders.h.i.+p and the organization.

To evaluate where you are with your team, write a list of the names of the people on your team. Then determine how well you know each of them by answering the following questions (which come from materials Eli Lilly and Company developed based on the 5 Levels of Leaders.h.i.+p): What three nonbusiness things do you know about this person?

What does this person value?

What are this person's top three concerns?

What does this person want or hope for in life?

If you are unable to answer these questions for someone on your team, then you need to set aside time to get to know him or her better.

5. Leaders.h.i.+p Permission Nurtures Trust If you have integrity with people, you develop trust. Trust is the foundation of Permission. The more trust you develop, the stronger the relations.h.i.+p becomes. The better the relations.h.i.+p, the greater the potential for a leader to gain permission to lead. It's a building process that takes time, energy, and intentionality.

Retired admiral James Stockdale said, ”When the crunch comes, people cling to those they know they can trust-those who are not detached, but involved.” That is the power of Permission. In times of difficulty, relations.h.i.+ps are a shelter. In times of opportunity, they are a launching pad. Trust is required for people to feel safe enough to create, share, question, attempt, and risk. Without it, leaders.h.i.+p is weak and teamwork is impossible.

The Downside of Permission

The Pressure Is on You to Build

Positive Relations.h.i.+ps

If you're a relational person, as I am, you may be saying to yourself, What downside can there possibly be to developing relations.h.i.+ps, building trust, and gaining people's permission to lead? Isn't it all good? My answer has to be no. While it is true that the positives far outweigh the negatives, there are still downsides to Level 2. Here are the ones I have observed.

1. Permission Leaders.h.i.+p Appears