The Diplomacy of Leadership

In recent times, the word ‘leadership’ has become synonymous with many a varied connotation. The global political climate is under intense scrutiny, fueled by an outpouring of almost daily breaking news from the United States. It’s impossible not to question how such headlines, and the subsequent responses from those in a position of power, can affect us on a psychological level. This barrage of information is not only ‘hot off the press’ but also hot off of a 24/7 digital highway; and with the boundary constantly and consequently being pushed, it seems like addressing the elephant in the room is as important as it is cathartic:

What constitutes a good leader?

For those of us at a management level, adopting a leadership style that embodies the goals of the organisation and our own individual qualities can be a daunting endeavor. Our modus operandi affects persons across the company; it sets the tone, influences culture, and cements impressions. Whether all three of those factors reflect a pragmatic and ultimately, positive working environment is reliant on our own interpretation of leadership.

In today’s technology and consumer driven landscape, and the ethos of always-on transformation, diplomacy can refine our ability to communicate empathetically, while also facilitating meaningful action within the organisation. As defined by the School of Life, diplomacy is “...the art of advancing an idea or cause without unnecessarily inflaming passions or unleashing a catastrophe. It involves an understanding of the many facets of human nature that can undermine agreement and stoke conflict, and a commitment to unpicking these with foresight and grace.”

Diplomacy might seem like an inevitability, a by-product of other fluid leadership styles but it is much more than a derivative concept. It is also no longer a skill-set exclusive to international relations or politics. The basis for diplomacy lies in a thorough understanding of human behaviour, and this is integral to a synergistic relationship between management and employees.

A diplomatic leader recognises that people want to be heard, understood, and above all, valued. They are perpetually aware that the need to be respected underlies people’s dissonance with impending organisational change. Emotions can become charged, tumultuous even, but a diplomat knows two things: 1) True self-efficacy means the difference between aggravating and diffusing a situation and 2) Sometimes stepping back, and responding to difficulties in unconventional ways can reset possible disaster and introduce a space for compromise.

Most notably, diplomatic leaders do not equate kindness with effectiveness; they do not factor their image into the decision-making process, whether said decision be good or unpleasant. Simply put, their primary goal is to do what is right not what is easy, and always with the greater good of the organisation and its people in mind. Too often, we see managers avoiding obstacles, and sidestepping crucial moments with employees because they want to ‘save face’ or not be labeled a ‘villain’. Opportunities for open communication are lost, motivation is crippled, and the overall strength of management within the organisation is stalled.

It sounds complex, doesn’t it? Impossible even, to achieve the level of finesse that diplomacy expresses. Operating at a senior level, however, leaves little, if any, room for uncertainty. There is no place for ego in collective creative, innovative and transformative pursuits.

Championing an organization that brings people together with genuine intent is a long-term managerial mindset that demands continuous learning. Microsoft’s CEO, Satya Nadella, summed it up in an interview with Business Insider, where he emphasized the merit of being a learn-it-all rather than a know-it-all. His advice is as succinct as it is relevant; how a manager chooses to lead defines their expertise, their philosophy, and their willingness to grow, both individually and with their organisation. And with diplomacy as a dedicated attribute, they can be confident in their journey to move the organisation forward.