Under the Surface: What Great Leaders Know Others Miss

In every organization, there are two cultures: the surface culture and the culture below the surface. No matter the company or non-profit, this is a fact that a leader cannot ignore.

Imagine a calm sea. You’re on the beach, looking out, and the ocean is just beautiful. It’s calm—no storms, no massive waves—just a picture of serenity and peace. One could almost say it is perfect.

But below the surface is a different world.
There are sharks on the hunt for their next meal, bottom feeders trying to survive another day, and baby whales swimming close to their parents, hoping to be protected from danger. There’s also a scientific phenomenon of underwater storms. These storms are often caused by strong currents mixing warm and cold waters, which can be detrimental to marine life.

The surface may look calm, but beneath it, a different story is unfolding. That’s true for organizations as well.

Leaders look at the surface and assume all is well. Their direct reports tell them everything is fine, and they leave with a false sense of progress.

Your direct reports want to please you, so they often won’t tell you what’s really happening. They’re trying to wrangle a team member with a bad attitude, onboarding a new hire who is missing the mark, or doing emergency training with a salesperson who isn’t hitting their numbers. Maybe the team isn’t communicating well, and your direct report is in constant cleanup mode—but the picture they present is a calm sea.

Effective leaders look below the surface.
Be suspicious when the sea is calm. No company has it all together. You’re in a constant state of progress. Always be looking for pockets of pain so you can help make the organization better.

So how do you, as a leader, access the truth of what’s really happening?

First, build trust.
Build trust with your direct reports so they don’t feel the need to only tell you the good news. Make the relationship strong enough that they’re willing to share the full picture—without you having to ask.

Second, ask good questions.
In your one-on-one meetings, ask questions like:

• How is the passion level of the team?
• What was the latest argument among your team?
• What is your team complaining about, and how can we help solve the issue?
• What is your team getting right, and what are they getting wrong?

All you want is to get a pulse on what’s happening beneath the surface. Good leaders ask good questions.

Third, have transparency chats.
Set aside fifteen to thirty minutes with every team member once a year (if your organization is small enough), and invite candor. Ask them to be real. Ask about their hurdles, what the company could do better, and what would help them be more effective in their role. You’ll be amazed at what you learn.

Fourth, empower a connector.
Have a leader on your team who has strong relationships with non-leaders. This was a key to my success. You need a direct report who talks regularly with team members in admin, sales—across departments. Build a strong relationship with that leader and meet with them weekly. Ask what they’re hearing.

That person will become critical to your success as a leader. They’re feeding you pain points that the team is facing. This leader should become your most trusted confidant—because they know what’s truly happening within the organization. Don’t just listen to them—act on what they say.

Finally, you must make things better.
You can’t be suspicious for suspicion’s sake. You need to make things better. When you learn about a hurdle a team is facing, clear the way. Give them the tools and resources to succeed. Don’t just gather information—act on it.

Never trust a calm sea. Look below the surface, and make the organization better.

Intersecting life, luxury and leadership,

Chris Adams

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