The way others expect you to respond often determines the way they respond to you.
Have you learned this valuable principle about your leadership?
If they expect you to respond in anger—they’ll dance around issues—never confronting them with you or bringing them to your attention.
You will seldom know the true health of your team or what others are thinking.
If they expect you to respond defensively or with a closed-mind to every new idea which doesn’t come from you—they’ll only respond to your ideas—refusing to take risks of their own.
You’ll be limited to how creative you are, but you’ll leave some of the best new ideas untapped and off the table.
If they expect you to respond with condemnation—they’ll be tempted to make excuses when things go wrong—and maybe try to hide them altogether.
You will be considered unsafe and treated as unapproachable.
If they expect you to respond with belittling or sarcasm—they’ll never be serious with you—you’ll never know their true feelings—afraid you’ll crush them if they do.
You will never really know people. They will only know you. And, they will be very surface-level with you relationally.
If they expect you to respond with the final say to every decision—they’ll soon stop having new ideas. They’ll wait before moving forward on anything new.
You’ll get to run every meeting and feel very much in control, but your team isn’t really a team, they are employees. And, most likely very unfulfilled and under-utilized.
Insert your own examples. The way a leader is expected to respond, built over time by experience, determines the way people respond to the leader. Every time.