I attended two year-end senior leadership events in the last couple weeks and something became very obvious. People notice where leaders sit.
The first was a senior leadership objectives alignment meeting where the top leadership filled the front row of the venue. Each had a speaking role and this did make the transition between speakers smooth. The second was a large holiday celebration party where the senior leadership gathered together at a front and center table with their significant others. In both cases, the seating was “expected.” People shared two thoughts on the seating of leaders. Many traditionalists felt they wanted their leader at the front table to show the importance of the organization in which they work. The newer teammates would have liked to have seen their leaders sitting with their teams to learn about them as people rather than executives. From my perspective as a senior leader, it reminded me of all those years sitting at the kids table on Thanksgiving, only to become old enough to be “promoted” to the adult table to find the old table was a lot more fun!
Where would you like to see your leader sit at large company function? Where do you sit as a leader?
Sunday, December 19, 2010
The seating of leaders
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I like to see leaders "mix it up." I've attended countless company functions for various organizations and it is always enjoyable to see the leader never sitting in the same spot or with the same people. When I "led" the Museum, I always made sure to sit with the volunteers - they are the life blood of any nonprofit and I wanted them to know I enjoyed their company at functions too. My current leader has such a great sense of humor that any table he sits at is the "fun table" and he always takes time to visit with you as a person, not just as an employee. At other companies, some employees mentioned being uncomfortable sitting "next to the boss" and felt they couldn't relax and just enjoy the function.
The first situation was purely practical. The speakers could have sat anywhere, but being in front made transitions quicker. The second was a perk and has nothing to do with leadership. Instead it was a way for a few people to feel important by setting them apart from the people they should be serving.
Were I CEO that's exactly where I and all of the executive team would be, serving the people who came to the party. Necessity would have us associate and be in personal contact with everyone in our organization. Our service would be an outright reminder to the executives that we get to do the fun stuff because of all of the rest of our team, and a reminder to the whole team that we executives really do believe we are there for them, not just for us.
--
Richard Johnson
Of course my heretical attitude seems to exclude me from more boardrooms that it admits, but it's a price I'm willing to pay.
Hi John
I love that you asked this question...too often we don't ask the simple, yet awkward questions of ourselves as leaders and I think this is among my top 10 of those that should be asked.
As a side note, number 1 on my top 10 is and forever shall be: "What constitutes blasphemy in your organization?"...try it our with your team and with employees if you really want to learn what goes on...but be ready...
Where leaders sit, and with who, often tells me a lot about the organizations culture...and does the same for employees. And good on you for raising it with your team..keep the conversation going. Employees do notice and interpret what it means to them....Remember...the most believeable form of communications employees receive eash day is the behaviour of their leaders.
John, I'm going to PLAY with your words here and interpret them from one extreme point of view, in hopes of making sense of all of this. Please don't take it an any other way.
When I read your rationale for where people sat ("... a senior leadership objectives alignment meeting where the top leadership filled the front row of the venue. Each had a speaking role and this did make the transition between speakers smooth.") I imagined what that meant about your company culture...formal, process oriented, structured, very hierarchical, efficient, internal communication is not strategic. I have no idea if this is correct or not. I also don't think correct is an important factor here ...it is what employees perceive that we need to be concerned about.
And then I thought: What are the company values? (Haven't looked) Would they reinforce or reflect a similar culture assessment...and I asked:
How effective was the alignment meeting? Was the goal of your alignment meeting to align or to be done on time.
Did it really serve to align business units and people to the plan?
Did it engage them in conversation?
OR...
Was it seen by many as another one of those "same old same old" sessions that get lots of "great presentation Dan...Nice job Elaine.." comments and nods of agreement and understanding abound...when in fact that maybe isn't true.
Even worse...all the good talk that we as leaders need to hear from the employees goes on afterwards in the hall, on the elevator and in the bar. Without leaders being able to respond and clarify or figure out. Not to worry though... within a few weeks most of the plan and all of the issues are tucked nicely away in a closet somewhere, only to come out when performance doesn't match expectations...
Does my bias show? Imagine what leadership could learn if we sat strewn throughout the room, listened, asked questions and identified issues that needed further communication or action.... Imagine how much performance might improve if we did that. I'm betting the ROI for the meeting would be well beyond that generated by having the speakers ready and waiting in the front row.....
Spread the gang out...but first determine what you want the outcome of the meeting to be...and if the traditionalists complain help them understand why its important...and it is. If they can`t move there in practice...well that`s an entirely different conversation..
I also think asking questions like this one should be a regular part of our leadership meetings. They should be taken seriously and used to build understanding of the company mission, vision and serve to expose weaknesses and / or reinforce the importance of your values. To walk the talk sort of....
Apologies for my approach to the response...I hope it makes sense and if not...let me know and I will call you to explain if you like. The point is...the game has changed over the years and we need to step forward into this new era. Quichly I believe. Good luck with the traditionalists and do ask these questions at the leaders table! Cheers, Ken
IMHO people, not just leaders, tend to sit with those with whom they are most comfortable. For leaders, when this is their peers rather than their team it speaks loudly about the quality of relationships.
An interesting observation! I have observed a blending of styles in two different occasions. One was a holiday celebration and the senior leaders sat at one table during the formal dinner, but then moved about the venue to sit with various groups to learn about them and become more approachable. They did this with their significant others and stayed long enough for a conversation or two, but of course could not get into any deep conversations or they would not have been able to get around to other tables. (Reminds me of a wedding where the bride and groom 'work the room').
The other event was a year-end company meeting (no significant others attended). The leaders each sat with their teams at the tables, but they all were 'on stage' in front as a leadership team when presenting. It was a lunch, so there were speeches and time for discussion.
For myself, the second approach would be my preference. I have always looked at leaders as just another person with a role and responsibilities - approachable to everyone. I want those I lead to know we are all on the same team and they need to get to know me as much as I need to get to know them!
Thanks for making the observation! Good food for thought.
I agree. Seating at the kids table was more fun. We were are able to share more thoughts freely.
Obviously, to maximize the shareholder’s investment, the leadership should interact with those they lead. What better time to take a pulse, receive some non-filtered feedback, and frankly to build relationships. To think otherwise indicates a waste in resources spent on “leadership” training.
This is an age old discussion, referent vs positional power. In social settings most weak leaders fear mingling with the troops and demand the front row to "show" their power. When in most cases the weak leader should be looking for every chance to endear themselves to their subs.
Great leaders could care less where they get seated. I have found that most prefer to sit among the general population. They get to learn more about the company's true health.
In short if there a logistical reason then yes, a gathering point should be used. Otherwise they should be within the masses.
Humm. It depends. If it is my meeting, I can control the meeting from any position in the room. If I am at a customer meeting, I watch where the customers sit and sit in a position to make myself most accessible. If it is a holiday party, I sit in plain sigth in the front for two reasons. 1. To allow my team to access me easily. 2. To allow me to access my fellow executives and their families easily. I want to say hello to everyone in such a relaxed setting. Executives don't often have the opportunity to interact with our direct reports staff AND their direct report where they are comfortable. Holiday parties are a wonderful time to meet and greet the people that make it happen everyday.
Just one more instance where leadership loses contact with what is really happening and followers are not sure where the leaders are heading.
HI John,
A couple of funny anecdotes for you. At our Senior Staff meetings, Myself and the Principle owner, sit on one side of the table, and the rest of the senior staff sit on the other side. This seating is now like family car rides, where there is assigned seating. Its funny too, that myself and the principle owner are often in agreement on business issues. I pointed it out to him, and he just grinned.
As a former auditor, I take not of seating and room dynamics.
At our Holiday Party, all of the Senior Staff were asked to sit at one lead table. I congregated towards the lower end where the less senior folks were seated. I would have liked to sit with my team or at least some friends.
Fred
I agree with Anthony, leaders should at least show their presense in the employees so as to make them a part of the growth even if they spent only some time in the meeting among them.
As a leader I want to do that for sure, also I will spent time in the leadership team as well so as to make your team part of the success.
I believe that the civilian flexibility surpass all military discipline. Eg. Russian Industry x USA undustry. I am retired leutenant colonel from Brazilian Air Force, but I have to admitt that the military required conduct difficults the Civilian organization process.
Get it right in the office, and the social seating will take care of itself.
If leaders in the workplace sit in glass boxes and are remote other than for professional purposes, then "mingling" at social functions will be uncomfortable for all concerned.
If, instead, leaders sit "on the floor" at work, then they will already have a healthy relationship with their people at all levels, who will be only too happy to have their colleague - if you're getting this right they hopefully aren't thinking of you as "boss" - at their table.
I think a good leader breaks away from his or her comfort zone. If they sit among the others in the room that they don't normally sit with will allow the Sr leader to make new connections and make the people aroud him or her an opportunity to shine.
I prefer to sit in a less conspicuous place. I used to work for Reckitt & Colman in Canada and we had a President come in and remove the Executive lunchroom. He ate in the same lunchroom as the front line manufacturing and DC teams. There was no rank in the lunchroom and he learned a lot about what was really happening in the company.
I've used the same approach, and I'll be the first to admit that most of my brilliant ideas came from somebody else (I rarely fail to give credit; except when I forget where the idea came from). When the leadership is rooted in bringing people's ideas forward rather than pushing a strategy down (Are they listening in Parliament?), the energy of the project is much more positive.
Share the stage by listening to whomever is speaking ... and yes, it will backfire at times. Still, it's my preferred approach.
Thanks for asking.
Senior leaders don't always have much time set aside to get "down in the trenches" with their people. An informal type event would be time well spent sitting at the table with those outside the senior leadership circle.
unfortunately, leaders tend to stay leading and ahead of the crowd. Mingling is not the same as having an open door policy, nor of empowering others to perform.
A leader is not faulted for always having a "game on" attitude and tends to have that persona in a crowd.
However, in small settings, one on one, a leader can once again become a person. It is with the individuals that leaders can again be another regular folk. Not trying to blend in to a crowd, but instead trying to listen to the individuals in the crowd.
I try to sit next to new people so I can learn new ideas and make new friends.
An effective leader will interface with the troops, gain their respect while having a finger on the pulse of a business - employees are your business!
<<< Where would you like to see your leader sit at large company function? Where do you sit as a leader? >>> I would like to think that leaders have more important things to concern their thoughts with. I would expect them to be thinkers of great thoughts and not concern themselves with trying to figure out how to fit in and manipulate people, or maybe I am expecting too much.
Would you consider Jesus Christ to be an adequate example of someone with good leadership skills? Here is what he said on this topic:
7 When Jesus noticed that all who had come to the dinner were trying to sit in the seats of honor near the head of the table, he gave them this advice: 8 “When you are invited to a wedding feast, don’t sit in the seat of honor. What if someone who is more distinguished than you has also been invited? 9 The host will come and say, ‘Give this person your seat.’ Then you will be embarrassed, and you will have to take whatever seat is left at the foot of the table!
10 “Instead, take the lowest place at the foot of the table. Then when your host sees you, he will come and say, ‘Friend, we have a better place for you!’ Then you will be honored in front of all the other guests. 11 For those who exalt themselves will be humbled, and those who humble themselves will be exalted.”
12 Then he turned to his host. “When you put on a luncheon or a banquet,” he said, “don’t invite your friends, brothers, relatives, and rich neighbors. For they will invite you back, and that will be your only reward. 13 Instead, invite the poor, the crippled, the lame, and the blind. 14 Then at the resurrection of the righteous, God will reward you for inviting those who could not repay you.”
Luke 14
Merry Christmas !!!
I work with nearly everyone in our division so I'm fortunate to have a lot of relationships at all levels. If it's a social function, I prefer to sit with the teams. If it's a more 'formal" affair, I tend to sit with those "leading from the middle".
I don't personally like to see senior execs all sitting alone together at every multi-level event.. It reinforces perceptions of distance from the teams, even if the reality is otherwise. Given a choice, I'd at least parse them out to their own department / division leadership seating area.
it depends like Gary said, if it's a AGM or share holders meeting leadrship should be present right in front, for the simple reason of easy accessibilty of the investor's. but if it's a internal discussion, i think the leadership should involve second lead in command more often by taking a back row seating, this will i think decide the direction of the company in the times to come.
With my team at the front....For dinners and lunches - together for exactly the reason described, to get to know eacg other. Also, it provides a good, informal opportunity to debrief the day or sessions so far, and introduce the team to other people I know who are passing by with greetings.
Actually I like to mix it up! I usually go and sit with people I don't know which a lot of people find incredibly unnerving (executives and staff). At a recent 'roadshow" most of the organisers wanted "the speakers" on a designated table. It "keeps things simple" apparently. I explained that my role and function in the organisation is to find improvements to do that I needed to meet people and hear where the pain points are. That can't be done from the executive table. So I moved, and joined one of the delegate tables. I was pleased to say that several of the other executives took my lead and we get so much more from the events. Staff do too!
I haven't given this much thought in years. Years ago, I knew a leader who would never sit at the head of the table because he wanted to show he was one of the group. I always sit among the team and never at the head of the table.
I wish all of you and your loved ones a very merry Christmas, a healthy, peaceful, prosperous and happy New Year of 2011!
Ping
@ San Diego, CA, USA
I feel I would like to see my mentor or leader up at front, so that while communication is going on I can have a full view of my leader and his/her expressions. It's good leaders should be seated with their teams but in the event where they are representing their team for a particular purpose. In seminars or conferences or places where leader communication is required most, he should be seated where everyone could have his/her view clearly.
Leaders who are able to directly communicate with employees @ all levels of an organization can manage with more confidence, ensuring greater success with critical decisions. Communication is the key to good leadership (words & actions). I want my leaders to to move around & through, from the front and the middle. The best ideas oven come from employees who work cloest to your products & services. As long as you can listen well and rub some elbows, real leaders can seat in any seat.
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