When I was part of one of the largest eCommerce companies in Europe, I observed something that still makes me reflect today. As an employee, I often felt like the distinction between the leader and the team wasn’t as clear as it should have been.

Leaders are often seen as the ones with the final word, the decision-makers, and those who keep the team on track. However, there were moments when I felt that leaders didn’t always know how to navigate situations where the team disagreed with company decisions. It made me question: Is a leader truly just a representative of the company, or are they supposed to be a part of the team too?

The Illusion of “Being One of the Team”

A common mistake that many leaders make, and something I witnessed during my time at the company, is trying too hard to be “one of the team.” Some managers would act as if they were colleagues, sharing the same frustrations about company decisions, trying to align with the team’s point of view.

While this may seem like an attempt to build trust and rapport, the reality is that this approach undermines leadership. As a leader, you’re not just there to sympathize with your team’s frustrations but to guide them through difficult decisions, even those that might not make sense at first glance.

I’ve seen cases where a leader would criticize company decisions to ease tensions within the team, but that only made the situation worse. By aligning too much with the team’s emotions, you lose your authority as a leader. You start to blur the lines between being a true decision-maker and just another team member looking for sympathy.

The Role of a Leader: More Than Just a Team Member

The truth is, a leader must act as a connector and an ambassador for both the company and the team. It’s essential to have a bigger picture in mind, one that encompasses the entire business strategy. Often, leaders see a wider context that team members might not immediately grasp.

I remember a situation when our team had invested significant time and effort into a project that was suddenly scrapped. Many team members were devastated, and understandably, they sought comfort. The easy thing for a leader to do would have been to join the team in their disappointment. But the responsibility of a leader is to help the team understand that these decisions are part of a bigger strategy, even when they’re hard to accept.

It’s important to recognize that your team is not a group of children looking for reassurance. They are professionals, and they deserve transparency, even when the news isn’t what they hoped for.

What Should a Leader Do in These Situations?

1. Listen First: The first step is always to listen to your team. Let them voice their concerns in a safe environment, where they can express their frustrations without fear of judgment. But listening doesn’t mean agreeing. It’s about acknowledging their feelings and understanding the core of their objections. 🚪

2. Facilitate Honest Discussion: Encourage an open conversation within the team. Give everyone the chance to share their perspectives. This helps in making the team feel heard and valued, even if you don’t have all the answers at that moment. 🗣

3. Deliver the Decision: Sometimes, decisions have to be made from a higher level that the team might not agree with. As a leader, your job is to communicate these decisions clearly and professionally. Don’t undermine the company’s reasoning by making excuses for the decisions; instead, explain the rationale behind them as much as possible. ⚡

4. Help the Team Move Forward: After delivering the decision, focus on guiding the team through the next steps. Help them focus on the future and encourage them to adapt. Change is difficult, but it’s part of growth, and leaders are there to facilitate this process. 🎯

Conclusion: Leadership Is About Responsibility, Not Sympathy

Being a leader means taking responsibility, even when it’s uncomfortable. It’s about providing direction and clarity when the road ahead isn’t clear. Leaders must balance being empathetic with being objective. They are part of the team in the sense that they understand the challenges and frustrations, but they must also remain the voice of reason when the team is looking for answers.

In the end, it’s not about being “one of the team.” It’s about being the guide who helps the team see the bigger picture and navigate through the challenges, no matter how tough they may be.