Once a leader decides a person is a great fit for a new position, role, or job, they naturally want to persuade them to sign on.
So, they express their confidence in the individual and make the case for why they will prosper in the new role. Some leaders like to pour it on, vividly listing the many benefits and advantages of joining up.
But experienced leaders have learned an important lesson.
Once the candidate is “sold” and they show up to operate in the new role, they often find matters are very different from what they expected.
Implicit promises about the place, the colleagues, and the role are often dashed by the reality they find once they are in the seat.
The many hardships, obstacles, and difficulties inherent in any role quickly become painfully apparent.
Not surprisingly, they sometimes feel mugged by the reality they walked into and duped by the leader who convinced them to accept the role. This can naturally lead to ill will and a negative attitude that undermines their motivation and commitment.
That’s why smart leaders flip the normal script for persuasion. They talk people out of the job or role before talking them into it.
Instead of selling them on all the positives associated with the role and why they think they are primed to succeed, savvy leaders first lay out the harsh realities and possibilities that will make the position difficult.
They choose to be brutally honest about what could go wrong and why it might not work out. They get specific about the downsides and negatives to the role, pointing out what the person is likely to dislike once they show up.
Once the negatives have been highlighted, the leader then turns on the spigot of good news.
They become effusive as to why this person is ideal for the role and why they believe they will succeed. They outline the many positives associated with the role and the many reasons they believe they will excel.
Talented people appreciate this honesty. More importantly, once they show up, they arrive with realistic expectations and a more complete picture of the situation.
They are far less likely to create a negative attitude about what they encounter, and often find the place and people are even better than advertised.
Leaders who fear dissuading people from taking on a new role because they are candid with them about the challenges inadvertently set those people up for a negative experience, at least initially.
To make a sound decision, real talent wants the whole picture and respects leaders who give it to them.
Better yet, by knowing the positives and negatives of the new role, they come prepared with a favorable attitude for whatever they might face.
The odds of their long-term fit and success go up from there. They are more likely to become high contributors and committed colleagues.
All because they weren’t sold a false reality. Now that’s a pretty picture.
A Daily Dispatch from the Front Lines of Leadership.
