1. 3
2
1
Linking: A Vital Leadership Practice
by Susan Penn
Explore how the
practice of “linking”
can radically transform
and impact the trust,
credibility and
effectiveness of leaders
and their teams.
What are we practicing?
As leaders, we move through our days groups, which insure survival as well as possessed impressive credentials (she had
hardly aware of the reality that below serving altruistic functions which graduated from a top university, had an
the surface we are practicing one of advance the species. established career in medicine and was
two things: linking or ranking. now at the helm of a profitable, growing
Within the individual, ranking and
Both are natural components of being company) she stated that she often felt
linking are occurring continually,
human and linked to early brain like an imposter, and that she was not
however, often not in balance.
development. Ranking was developed embodying her role as the leader of the
Consider the effects on engagement
to help us clarify “leader of pack” issues organization. As we discussed this issue
and retention in an organization with a
as well as help us survive in that pack along with her desire to develop more
CEO who feels she is in competition
and social order. Linking, on the other credibility and trust as a leader, Stephanie
and/or must continually prove herself
hand, allows us to nurture connection reported that she approached every
even within groups where she clearly is
within groups and with individuals, and interaction as a competition, and as a
at the top of the food chain.
is critical to survival of the species, as it challenge to her self-worth. The ranking
relates to the development of bonds, This was the case with Stephanie, a function had run amok.
connections and relationships within CEO of a national, mid-sized, growing
organization. Although Stephanie
Ranking and Linking are always with us:
Ranking is the practice of defining our place in a social group or hierarchy. To be focused on
ranking is to be focused on the perception of who has the most power and influence in a given
situation. If you are ranking focused, you may be driven by competition in regards to
intelligence, appearance, performance, title, salary, memberships, or and any criteria held as
valuable by you or your social/professional group. Unconscious ranking can translate to
evaluations of self-worth and value (or lack of) based on these and other characteristics.

2. 2
1
LINKING: A VITAL LEADERSHIP PRACTICE
Lorem Ipsum
Ranking and Linking are not
inherently negative or
positive. For instance, a
leader can use rank in the
betterment of the individuals
who report to him and the
organization, and gain trust
We are always practicing
and respect in the process.
something
Conversely, individuals may
attempt to link in order to relationships. For instance, because this
For Stephanie, ranking was not
pursue their own agendas CEO found it difficult to “link” or
connected to the reality of her position
and in pursuit of their own connect with her reports, she often
or her substantial accomplishments. It
goals and purposes and will defaulted to “ranking” based control and
was an internal dialogue that in any
command behaviors. Far from the
be perceived as given circumstance either devalued
desired result, failing to make someone
manipulative and insincere. her or others. Through coaching,
do something you need them to do
Stephanie began to see how ranking
Linking with the intent to without harsh methods results in a drop
had essentially compensated for the
in rank. This, of course, undermined
connect, hear, empathize, lack of linking in her life and how
her confidence and the perception
coach and understand will vying for worth in her family was a
others had of her as a trustworthy and
pattern that was repeating itself. This
result in connection, job capable leader. Equally as important, her
compensation sabotaged her ability to
satisfaction, and an team felt unsafe to provide open, honest
build meaningful relationships in and
increasing ability to build feedback, a huge blind spot for any
outside of work.
credibility as well as trusting CEO.
Elaine N Aron, Phd states, “Much of
and authentic relationships At first Stephanie believed linking was
what we do is compare ourselves to
which will sustain long after risky business and could be perceived as
others and strive for respect, influence
business objectives have weakness. Individuals who weigh more
and power. “ However, living life in a
heavily on the ranking side often believe
been met. constant state of comparing and
that focusing on relationship takes too
competition (ranking) has a substantial
much time and involves loss of control.
impact on interactions and
However, as Brene Brown states,

3. 3
3
“Vulnerability is the birthplace of As a leader, ranking and linking go hand
innovation, creation and change.” in hand. Clearly, this CEO was in
Fortunately, she was committed and was charge of the organization’s outcomes
willing to step out of her comfort zone and needed to make decisions that only
and began to “organize” herself in a she could make. However, she is now
different way. We focused on small building confidence in her ability to Linking is the
changes, for instance, asking questions practice both in the process of leading practice of
rather than telling, abstaining from the organization. The team who extending to others
providing immediate solutions when through a 360 assessment reported that
while being
meeting with individuals who were more “she would be happier if she could do
grounded in what
than capable of providing valuable input. everything by herself,” are beginning to
She replaced her need to be the expert feel like a valued part of the you really care
and the compulsion to prove herself (a organization. about.
ranking function) in any given
Linking practices involve active
conversation or circumstance, with the
listening, openness, suspending of
consciously established practice of inquiry, “Connection is the
criticism and judgment, and an open
listening, and a partnered approach
mind, heart and will. It is the practice energy between
towards problem solving and goal setting.
of extending to others while being people when they
Although it felt unnatural to her initially, grounded in your values and what you feel seen, heard,
she was well on her way to adding the care about. When the desire to
and valued; when
practice of “linking” to her toolbox of understand is stronger than the desire
they can give and
leadership behaviors. She noted that when to be understood, linking is not only
she focused on linking with team taking place, it has the potential to receive without
members, although uncomfortable and completely shift conversations and judgment, and
new, she began to see others and herself in outcomes. when they derive
a less judgmental light, and with more sustenance and
Linking trumps ranking in regards to
clarity. This brought more awareness of
biological and psychological strength from
what fueled her behaviors, namely, the
importance, and as a vital leadership relationship.” (Brene
belief that she must do everything on her
practice. As leaders we have the Brown)
own, and that “no one really cares as
capacity to become conscious of where
much as I do.” A shift at this level changes
we are coming from and make choices
schema, frees up energy and leads to more
that will affect people and outcomes in
effective leadership based actions.
our lives and organizations.

4. LINKING: A VITAL LEADERSHIP PRACTICE REINVENTURE CONSULTING
Our practices define who and what we are as
leaders and organizations
Most organizations need more linking and less ranking. Linking
actually tempers and transforms ranking, which when out of balance
has negative affects both to the person and the organization. Think
about the best leaders in your life. Think about the individuals you look
forward to seeing and being with every day. In most cases, it is
individuals who lean towards ranking that are our least satisfying
relationships.
As leaders, we can all learn to become conscious about what is going
on in our head and what we are thinking about most of the time.
Getting clear on which function, linking or ranking, is predominant at
any given time can result in our being in a place of choice, and give
us the power to change the dynamic and outcome of interactions,
relationships and outcomes.