Can you recall the kid you used to hang out with as a child who seemed to have ridiculously strict parents? Maybe you were that child. Either way, maybe you also can recall some of the rebellious behaviors in turn.

Being overly authoritative with your direct reports works much the same way. Using your title to try to motivate people to action will rarely produce desired results. Sure…the task may get done (no one necessarily wants to be disciplined for not listening to you), but the token CYA mentality inherent to many organizations today will run its course through your organization.

Your reports will easily resort, in kind, to childlike behaviors reminiscent to being in grade school. Gossiping, false rumors, lying, not caring about personal performance all that much, saying what you want to hear, being fake, etc…Sounds like a formula for getting things done right

The killer here is most of these people could make excellent employees. But the authoritative manager has no respect. The authoritative manager deserves none.

So… why, then, do many managers and leaders still resort to authority as a major tool to influence others?

The answer is clear: Managers who use authority as a major tool to influence others have little to no power.

Power and authority are easily confused as interchangeable. But to be clear, power refers to one’s “personal power”, or the ability to influence others because he/she is respected, demonstrates empathy, and possesses personal leadership (regardless of corporate title), to name just a few characteristics.

Authority, on the other hand, is based on nothing more than a title granted to an individual to demonstrate rank and reporting rules within the organization. A manager who uses authority to get results will take the, “Because I’m the manager, so just do it” approach to getting things done, piggy backed with fear-based leadership and sometimes emotional blackmail. Not necessary! Really. This manager will only hurt him/herself.

Reflection: Do you use authority as a major tool for getting results from others?

If you answered “yes” OR “sometimes”, here’s what you can do to improve: start being yourself, create a trusting environment, and SERVE your reports.

Managerial leadership requires serving your people. If, as a manager, it bothers you to be a “servant” to your direct reports (providing what they need to get the results you need), you should pursue other responsibilities in your company because you likely will not generate excellent results from others. Why should you? Remember, this is how you produce value for your organization: getting positive results from others so the company can achieve its goals.

Are you producing value for your organization? Good for you if you are! Corporate America needs more leaders like you!

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