Going against your boss's wishes is a risky proposition. It may seem bold and brave, but it can also be naïve and foolhardy. Leadership by nature is a choice; we chose to bring others together for common cause. Leading up is even more person because it may involve rubbing up against the people who sign your paycheck. Therefore you must decide for yourself what to do.

Be aware first and foremost that as an employee you are hired to do a job. Your employer has the right to expect your compliance as well as your commitment. Short of moral transgression, you do what you are told to do. But if you are going to lead up - that is influence action from the middle -- here is what you must consider:

What can I do? Consider what you can do. Sometimes you can oppose those above you without drawing ire. You do it with the strength of your business case. You let the facts speak for themselves; you are seen as a recommender of a course of action rather than an insubordinate employee.

Who will follow me? Leaders need followers so if you are pushing for change, consider who will go along with you. First and foremost you need the support of your senior leaders, if not all of them then most of them. If this is not possible, then you are likely fighting impossible odds.

What are the risks of my actions? Leading up when you are going against the direction of your senior leaders is risky proposition. Senior executives do not like to be challenged, especially by those they outrank. Therefore, you could get bounced. At the same time, your fortitude may impress more senior people and they may want to keep you around. That sad to say is more the stuff of novels than reality.

What you do next is up to you. Most managers never try and lead up. They are content to maintain the status quo. Nothing wrong with this, but understand that if a situation with a superior becomes intolerable to you, then you owe it to yourself and your colleagues, to act. You can seek to change the situation from within, or you can seek to work elsewhere. Moaning and groaning about what should be is a refusal to face reality.

Lest we be too hard on those who choose to abide by the status quo, it is good to recall a story that historian Stephen Ambrose tells in his memoir To America: Personal Reflections of an Historian about working with Dwight Eisenhower on his biography. Eisenhower warned Ambrose to avoid speculating on another person's motivations. Those were known, Eisenhower argued, only to the man himself. The one person whose motives you should know best is your own. So when it comes to leading up and effecting change from the middle, do what you think is best for you and your team.

First posted WashingtonPost.com/On Leadership 4.29.10

Not often do we see presidents come to visit subordinates but on the just concluded, long-running series, 24, it happens. President Allison Taylor went to see uber-agent Jack Bauer to tell him face to face that she wants to stop his investigation into a possible Russian-backed terrorist conspiracy in which Jack’s love interest was slain. A phone call would have sufficed, but President Taylor wanted to express her sympathy as well as her order for Jack to stand down.

It makes for good drama, but it is not all fiction. George H.W. Bush, as U.S. ambassador at the United Nations, was famous for dropping by personally to see fellow U.N. ambassadors.

Personally I know a manufacturing executive who insisted on holding staff meetings on the factory floor. His reasoning was two-fold: one, it was where the work was being done; two, he wanted his team to know conditions on the factory floor were like, in particular on hot summer days.

When a senior executive visits a subordinate in his or her place of work it sends a strong message. It demonstrates that the leader values the subordinate as a person. At the same time a leader’s time is valuable; she must ration it carefully so here are some suggestions for when to visit a subordinate.

To clear the air. People who work together have disagreements. While it often falls to subordinates to try and smooth things over, when the boss makes the first move and goes to the employee to do it, it conveys a sense of “we’re all in this together.”

To ensure clarity. Some issues require face to face interaction as a means of checking for understanding. The boss’s actual presence may encourage good dialogue that allows each party to ask questions. Many leaders also look for non‑verbal cues such as facial expressions and body language that indicate how the listener is receiving the information, either favorably or unfavorably.

To deliver bad news. No one ever likes to give bad news, so when a boss makes a point of going to the employee directly on his turf to give him unpleasant news about a project cancellation, a budget cut or a headcount reduction, it communicates that the cares about the people on his team.

To celebrate. Visits from the boss need not be reserved for tough times; good times are an occasion for celebration. When a boss visits the team at their workplace to congratulate them for a job well done, it’s a good thing. Employees remember it.

Let’s be honest there are bosses who make a habit of flying out of their offices and running down the hall to confront one of their direct reports. Their red faces and raised voices betray their indignation and what they suppose is their right to upbraid an underling in front of his peers. That is a tactic bullies use, not genuine leaders. Yes, you may lose your temper at something a subordinate does, but making the employee a whipping boy is not a sign of leadership; it is a sign of weakness, a lack of control.

Visiting with employees in their work space is a good habit that not only shows respect but also allows the leader the opportunity to get an up close and personal look at how the work is going. If a leader is dispensing praise, or even advice, it demonstrates to others that the boss is one who values people as people. The human touch is essential in establishing rapport and building trust.

Posted FastCompany.com 5.11.10

Leadership from below is a hallmark of military history. Battles have been won when those under the command of others rise up and take charge. Such are the lessons of military history, but translating them to the corporate or nonprofit workplace is not so easy.

First off direct reports are not taught to take charge; they are asked to follow direction. It is called management. And it works well, until crisis arrives. Then, as in the heat of battle, it falls to those with heart and conviction, and a desire to do something positive, takes over.

But you need not wait for a crisis to strike. Managers can make it known that they expect their employees to help in the leadership process. We see this all the time when senior colleagues are teamed with more junior ones to help them learn the ropes. That is a form of peer leadership.

But taking it step further, managers can encourage leadership from the ranks by delegating authority and responsibility. You start by letting people take the lead in projects, and you monitor the progress. You also make it known to peers that their colleague is the point person. He or she will be making decisions and be accountable for results.

It is one thing for a manager to invite direct reports to lead; that is a straightforward proposition. But asking a colleague to step forward without asking for direction from above can be risky. If you work for a bully boss, don't even try it because you could be fired. But if you have a boss who is open to ideas, or is clearly in need of help (and frankly what boss isn't?), then you can demonstrate initiative and offer to assume some responsibility.

You do this by working through your boss. You keep her in the loop about what you are doing and why you are doing it. Your ideas must complement the strategic direction of your firm. That is, you push initiatives that help customers, employees and stakeholders. You lead first and foremost with your ideas, backed by your gumption.

Leading from the middle is not an easy proposition but savvy managers can make it easier by making it safe for others to lead, and employees can take up the challenge, if and when they feel they must act for the benefit of the organization.

First posted WashingtonPost.com/On Leadership 4.22.10

Little boys who play baseball often dream of becoming major leaguers. Only a handful actually do! But on the same field where they play, there is someone who might be more apt role model for anyone aspiring to lead – the umpire.

After listening to a delightful interview with Bruce Weber, a New York Times reporter and author of As They See 'Em: A Fan's Travel in the Land of Umpires, I realized that there are qualities of an umpire that would hold any leader in good stead. Most important as Weber told Fresh Air’s Dave Davies, the umpire has to maintain discipline so players can do what they do best: play the game. So here’s what leaders can learn from umpires:

Get into position. When the ball is struck or a throw is made, an umpire must move to a place where he has the best angle on the play. He listens for sound of ball into the fielder's glove and watches glove, ball and runner’s foot to determine if the player is safe or out. For a leader, getting into position means finding a place where you can observe what is happening for yourself. In Japanese it is called gemba, where the work is done. Firsthand observation is essential to good management.

Sell the call. Umpires call balls, strikes, walks and outs. Umpires maintain authority by being right and so it is important that they use their voice and body language to punctuate the call they make. It is part of maintaining the flow of the game and ensuring orderly play. When you make a decision, you use your authority to communicate your confidence that it is the right decision. This encourages others to follow your lead. [Note: unlike umpires leaders can change their minds if circumstances dictate, but the confidence in the ability to decide remains high.]

Enforce the rules. Umpires exist to maintain the rules. When a player or manager transgresses those rules he may be thrown out of the game. Great latitude goes into this decision. Managers may vent all they like at the umpire; it’s traditional. Weber says the “magic word” when deciding to toss the manager “is you.” That is, curse the call but not the umpire. Likewise, leaders enforce standards; they ensure that things are done right. When employees do not adhere to those standards, then they might find themselves off the team, temporarily or permanently.

Live with decisions. An umpire’s job is making decisions; they make the call and live with the consequences. Watch how an umpire conducts himself after he makes a controversial call; he keeps his head in the game just as leaders must do. This is something that managers need to do, too. Decide and live with the consequences.

Stay above it. Here is where umpires shine. Fans love to boo their decisions, but soon enough umpires learn to trust themselves enough to ignore the crowd. You never see an umpire go into the stands to confront a fan. Leaders, too, need to stay above the fray; they must stay on the high side of the road and not engage in vitriol. Such behavior cheapens their leadership authority. They may be seething inside, but never let on. Radiating composure is a sign of strength.

There is one aspect where leaders differ from umpires. Leadership is a process of achieving intended results. Umpires should not achieve results that influence the game. An umpire who strives to control the outcome of the game is not doing his job. Umpires make calls that affect the game but their calls reflect the play, a ball, a strike, a walk or an out. Umpires reflect what happened whereas leaders affect the outcome. Big difference!

There is another aspect of umpiring that is relevant to leadership. Professional umpires have a passion for what they do. It is an arduous journey from the minors to the majors with little pay and little respect except among your peers. Laboring diligently at a craft you love is an honorable thing. It is what gets you up in the morning. And if you are an umpire standing behind the plate and watching a fast moving object come straight for you protected only by your mask, and as Bruce Weber says, a catcher who might not particularly like you, that’s commitment.

Legendary umpire Bill Klem once said, pointing to his heart, "I never missed one, in here.” Trust your instincts and do the best you can do. Good advice for any leader.

Posted FastCompany.com 4.13.10

Management is never an easy job, but managing during downsizing is especially difficult. Honest communication is essential.