Getting constituents to like you and respect you.

Aleader's power cannot be demanded, it can only be granted. As a leader, you are responsible for the productivity of your team. Fact: Employee satisfaction causes productivity, and customer satisfaction causes profit growth.

What lies at the heart of employee satisfaction? According to the Gallup Organization, employees follow leaders they like and to whom they feel connected.

Related to these findings, nearly all peak performers had a best friend at work. Consequently, effective managers seek ways to become trustworthy friends with their employees. Not necessarily a social relationship, but at least an open, trusting relationship where bad news can be shared as safely as good news.

Naturally, if a leader becomes too close to his constituents, it will be difficult to hold his constituents accountable. When leaders fail to demand accountability, constituents lose respect. Unfortunately, some managers leap to the other end of the spectrum: they choose to keep a distance from their constituents.

However you balance the two, a lack of accountability invites mediocrity and complacency.

Don't push employees past respect and into the realm of fear, as that can sabotage peak performance and productivity.

What are the consequences of not being both liked and respected? If followers don't like you and don't respect you, they will be openly critical and will seek to sabotage you.

If they like you, but don't respect you, they will follow you for a while, but at a distance. If they respect you, but don't like you, they will undermine your projects and even your career.

However, if they both like and respect you, they will serve you as loyal employees. They will feel your concern for their welfare and your confidence in their ability to produce great results. Your support will empower them to reach new heights.

Sam Allman is CEO of Allman Consultin and Training Inc. He is also a motivational speaker, consultant and author, whose books include Heart and Mind Selling. For more information, visit www.allmanconsulting.com.

Originally published Nov. 1, 2009

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