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5 ways leaders can be more approachable

 

When I interview the stakeholders on the strengths and gaps of the leaders I work with, it’s not unusual for me to hear that the peers and direct reports may see that leader as “aloof” or unapproachable. The fact that they may be in a senior management position can compound the issue, as there is always that hierarchical block that may keep employees away.

Some reasons why a leader may appear to be unapproachable:

Discomfort: It’s not unusual for leaders to be uncomfortable and even awkward around others. They may naturally be an introvert or they may just not have learned the social skills needed to interact in a way that pulls others toward them.

Driven: Many good leaders are so naturally focused on the work of getting things done (which is often why they have been promoted to management positions) that they haven’t recognized approachability as a significant leverage point for great leadership.

Self-contained: Some very good leaders are just plain hard to get to know. They don’t talk about themselves or reveal their vulnerabilities, making them appear less than human while unknowingly giving off an air of detachment.

Unapproachability can be a blind spot for some very good leaders. In other words, they are surprised (and dismayed) to hear that others see them as unsociable, standoffish, or distant. It’s rarely intentional on their part even if the office gossip might make one believe their behavior is “on purpose”. Without a change in an unapproachable leader’s behavior, this can become a significant career staller or stopper.

Employees need to be able to interact with the leader in order for the work to get done. In the end, work IS a relationship that requires collaboration. Without healthy relationships in the workplace, all kinds of dysfunction can occur.

If you are one of those leaders who has had feedback indicating that others see you as aloof, distant, or unapproachable, it’s important for you to use some interpersonal skills that might make you uncomfortable, up to and including conversations that might make you uncomfortable.

Consider starting the following:

Initiate conversations: Get out of your comfort zone and begin some conversations. It is essential for you to approach others first in order to begin to be seen as approachable. Remember to be sincere, smile, make eye contact, be relaxed, and start with a question. Something mildly personal is not a bad way to start – “How was your weekend?” or “What hobbies do you enjoy?”.

Listen: You might think everyone would know that when they ask a question, they need to listen to the answer. Not always, particularly when a leader is in a position of authority or nervous. They may talk over someone and respond by giving their opinion, judgment or personal experience. When you listen, do so by turning off the chatter in your brain (as well as your mouth). Try to find: a.) a follow on question about their interests, or b.) common ground to further the conversation.

Reveal some things about yourself: It’s perfectly okay to reveal your own interests outside of work, or what you did on your vacation. But be brief, don’t dominate the conversation, and remember to keep listening to out more about the person you’re speaking to so you develop the relationship in a way that they will approach you in the future.

Remember: Try to remember some things about the other person that you can start a conversation with next time. They’ll be grateful that you remembered. Take notes after your conversation if you need to about their interests so you can have a conversation-starter next time.

Showing empathy: People want to be heard and active listening is one of the best ways to show empathy to others. When I think back over my career, the leaders and bosses who I felt really heard me are the ones that I worked hardest for. Beyond listening, when someone is troubled about work or something personal, try to put yourself in their shoes to understand their side of things and follow up later to inquire about their concerns.

Be every bit as diligent about reaching out to others as you are about getting the work done. They go hand in hand to lead you to success.

This post was originally published in Smartblog on Leadership.

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Mary Jo Asmus
Mary Jo
A former executive in a Fortune 100 company, I own and operate a leadership solutions firm called Aspire Collaborative Services. We partner with great leaders to help them become even greater at developing, improving, and sustaining relationships with the people who are essential to their success. This blog is for leaders and those who help them to be more intentional about relationships at work. I am married, have two daughters, and a dog named Edgar the Leadership Pug who exemplifies the importance of relationships to great leadership.
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