What originated as a commitment between soldiers to protect one another from rear attacks during combat has evolved to signify unwavering support and protection in any relationship.
Having someone’s back now means to stand up for another person, serving as a defender and protector from threats of any kind.
Leaders who display this rare brand of protection enjoy an unusual trust and loyalty from those on their team. Team members do their best work and go to great lengths for a leader who has their back.
But displaying this quality consistently isn’t easy.
Not only does it take a genuine desire to want what is best for others, but it also requires leaders to show team members they will back them no matter what. Many leaders don’t believe in others that strongly and, therefore, fail the test.
Leaders who have the backs of their team members are more than just a source of support and encouragement. They stand by team members when they are struggling or when they face adversity.
They ensure their voices are heard and their interests are protected, especially when they are not present. They shield them from potential harm and active threats, such as unnecessary challenges and unfair criticism. They advocate for them when they are not in the room and defend them when others are critical about their intentions or outcomes.
Having someone’s back as a leader also means sometimes taking the pressure off by lessening the workload or finding other resources the team member can rely upon when needed.
It may sometimes mean taking the blame for their missteps or refraining from pointing out mistakes they already recognize.
On rare occasions, it might also include serving as a third party to help them mediate a conflict or to endorse them for a coveted opportunity.
Leaders who have the backs of those who follow them are a rare breed and view their approach as the only way to lead.
Having someone’s back as a leader requires an entirely different leadership ethic. It means serving as a shield, defender, and protector without any expectation for personal benefit.
When this advocacy is consistent and genuine, team members respond by returning the favor. They become fiercely loyal to these leaders and work hard to support them.
It isn’t any secret which leaders meet this standard. Team members instantly know who has their back and who doesn’t. They know exactly who stands in their corner and defends them and who prefers to remain more objective.
What do they say about you?
Do you care enough about those on your team to have their backs? Do team members view you as their unwavering defender and advocate?
Having the backs of those you lead isn’t easy, but nothing about great leadership ever is. You are up for the challenge. Go ahead. We have your back.
A Daily Dispatch from the Front Lines of Leadership.
