New leaders at all levels have an often-overlooked, but potentially critical asset at their disposal — the benefit of the doubt.
The benefit of the doubt means that when a new leader arrives, her initial progress is viewed in the most positive light, instead of critically.
The benefit of the doubt means that when a new leader arrives, a mistake he might make is viewed as a learning opportunity and not as incompetence.
The benefit of the doubt means that when a new leader arrives, a lack of communication is viewed in the most charitable ways (i.e., she is really busy), as opposed to skeptically.
There are 3 primary ways new leaders can increase the benefit of the doubt asset for themselves early in their tenure.
- First, when meeting people they listen actively and earnestly. They probe. They ask thoughtful questions. And they respond appropriately.
- Second, they keep small promises about their approach, process, or style. If they talk about the importance of starting meetings on time, then their meetings should start on time. If they talk about the critical nature of leadership team members being direct and honest with feedback, they should not recoil when a critique is pointed at them.
- Finally, they over-communicate when it comes to their own thinking and decision-making. When new leaders clearly communicate what they are aiming to do, and why, people may disagree but they are also likely to extend the benefit of the doubt. Explaining the thought process leaves less room for others to create their own negative narratives.
When new leaders listen intently, keep small promises and stay consistent, and over-communicate their thinking and intent, the people in their care tend to extend the benefit of the doubt to them.
And, here’s an interesting counterpart: When we behave in these exact same ways with donors, we tend to increase the amount of influence we have with them.
