In most work environments a lot of conversation happens when the boss isn’t around. In fact, it may be about the boss (aka you). Informal leaders can become a strong voice in your organization, reinforcing the culture and messaging, while adding their unique value. They are not mini-me’s, they are not narks, they have their own voice, leadership, ideas and style. Your informal leaders have the potential to become formal leaders.
Informal leaders are often the best people to influence change or suggest new ideas, simply because they are peers. When organizational change comes about, particularly if met with resistance, a peer is most likely to help gain meaningful adoption. The ideas and suggestions come from place of understanding, without ulterior motives or personal interest. They are seen as credible, helpful and empathetic. While these traits may apply to you, it’s a natural preference to be influenced, not told what you have to do and a respected peer is able to provide positive reinforcement.
Informal leaders don’t need prompting, so let them lead on their own. However, they don’t often know their role, or their potential, and this is where you can coach. You’re not coaching them to parrot or agree with everything you say. You’re coaching them to become formal leaders.
I’ve seen great informal leaders reinforce messaging, challenge group or individual thinking (including my own), offer creative solutions or bring new ideas to the table. What you witness is a leader in the making. If a person is worthy of your time and mentorship, you can trust them to make sound decisions when you’re not there.
