brave leaders

“You seemed so nice when we talked, I just figured you wouldn’t mind,” said Allan with more than a hint of exasperation in his voice.

“Really!? You really figured I wouldn’t care you presented my idea to the boss as your own just because I was nice when we spoke?” exclaimed Bea. “What were you thinking?”

I’ve heard similar stories from many a client or colleague, especially those striving to be character-based leaders, who were shocked that someone assumed they were weak because they were kind.

Unfortunately, it’s a sad fact that too many people make the same incorrect assumption. Kindness is not weakness.

Research conducted by Batia M. Wiesenfeld, Naomi B. Rothman, Sara L. Wheeler-Smith, and Adam D. Galinsky found that bosses who treat people with respect and dignity are “seen as less powerful than other managers—less in control of resources, less able to reward and punish—and that may hurt their odds of attaining certain key, contentious leadership roles.”

Individuals wanting to be known as effective leaders are self-aware. They don’t take the same shortcut in stereotypical thinking that Allan did.  They understand that a leader/individual who treats them with kindness is not:

  • a doormat or stupid
  • or a perpetual follower without an opinion
  • a fountain of ideas from which others can freely drink without attribution
  • powerless.

Steve Livingston, a social psychologist, offers this advice. 

“Be careful about the assumptions you make about others, even the positive ones. When we fail to do so, at the very least we are losing the opportunity to get to know someone on a more personal—more human—basis. At the very worst, we can inadvertently set up a chain of expectations and misunderstandings that will undermine the relationship itself.”

It’s a paradox of life that we want to be treated with kindness yet treat those who are kind to us without respect.

The next time someone treats you with respect, acts as if you matter, cares what you think or deals with you fairly—in short, treats you with kindness—don’t sell them, or yourself, short by assuming they’re without power or smarts or influence.

Have you experienced this paradox in action? If so, what did you do?

Image source:  morgueFile

 

 

 

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