October 27, 2022 | By David M. Wagner

With Halloween just around the corner, it seemed appropriate to address a trap that befalls many leaders.

Think of someone you know who treats their clients or constituents exactly the way they would want to be treated. They are attentive, graceful, even charming. And yet, that same individual doesn’t always show their colleagues or subordinates the same pristine treatment.

Have someone in mind? Then you’ve spotted the Jekyll/Hyde trap!

You might have thought of someone who you find (or found) difficult or unpleasant to work with. They might be a “toxic leader” who excels as an individual, yet their behaviors bring down the performance of the organization around them.

Toxic Dr. Jekyll and Mr. Hyde types may be easy to spot. But there are other forms of the Jekyll/Hyde trap that are much more insidious and that can ensnare even the most well-intentioned leaders.

A great example of differential treatment came up during the recent Nonprofit Management Institute hosted by the Stanford Social Innovation Review. Dimple Abichandani, Executive Director of the General Service Foundation, spoke about funding nonprofits during COVID-19, at the height of staff burnout in many organizations. She found that many funding recipients “did not feel empowered” to prioritize staff wellness programs. This was true even when provided with restriction-free grants.

Think about that. Here are organizations whose very missions often involve catering to the needs of individuals affected by the pandemic and other stressors. And yet, their leaders hesitated to prioritize the needs of their own staff.

Ok, “Mr. Hyde” may be an unfair moniker for simply failing to award everyone team a mental health holiday. But the example illustrates some key points about mission-driven leadership.

1. Authentic leaders treat everyone as well as they treat their clients/constituents. Think about the values that drive your treatment of clients and constituents. How might your organizational policies and personal behaviors toward your team and colleagues be imbued with those same values?

2. How we treat those around us impacts the organization’s ability to carry out its mission. Being non-“toxic” is a start. How might you check in with your team’s needs and ensure those needs are met?

3. Even good intentions can get in the way of leading with care for our teams. Like the nonprofits who wanted to put all their resources into supporting their clients, it is tempting to put the mission first…at the expense of those carrying it out. What steps can you take to look after your people with the same care you show for your mission?

Have a safe Halloween, and keep Mr. Hyde and his subtler counterparts out of the office!