Backbone and Heart

Mary Beth O'Neill gave two capacities a pair of names that stick. Backbone is your ability to say what you see and hold your position when the other person pushes back. Heart is your ability to stay connected to them while you do it.

Almost every leader is naturally strong in one of these and drops the other at precisely the moment it matters. That moment is always the same: the conversation where somebody good is not performing, or where you have to say no to a customer who pays you a lot of money.

Two capacities, not a trade-off

The instinct is to treat these as a dial, where turning up the firmness turns down the warmth. That is the error the model exists to correct. They are two separate capacities and both can be high at once. The people who look calm and unbothered in hard conversations are not gifted. They have simply stopped believing that being clear and being kind are in competition.

Both bars have to reach the line. Dropping either one is a failure, and one of them is a socially acceptable failure.

How each one collapses

The pleaser drops the backbone. The relationship survives the meeting intact and nothing changes. It sounds like "I just wanted to have a quick chat, it's nothing major", or a difficult message wrapped in so much padding that the other person leaves genuinely believing they have had positive feedback. Owners do this constantly and call it being reasonable.

The bulldozer drops the heart. The message lands with total clarity and the relationship takes the hit. It sounds like a decision announced rather than a conversation held, or a correction delivered in front of other people. The work gets fixed this week. What you have lost is the person's willingness to bring you a problem early, and you will not find out you have lost it for about six months.

Notice which of these is socially rewarded. Nobody complains about a pleasant boss. The cost of dropped backbone is invisible, deferred and paid by everyone.

Why an owner drops one under pressure

Because in the moment, dropping is cheap. Avoiding the hard sentence costs you nothing today. Steamrolling gets you the result before lunch. Both of them work, in the way that not servicing the van works.

There is a specific reason owner-managers struggle here more than corporate managers. You are not going anywhere and neither are they. In a large company an awkward conversation can be survived by transferring departments. In a fifteen-person business you will see this person tomorrow, and their partner at the Christmas do, and you may have known them for eleven years. So the temptation to soften the message until it disappears is much stronger, and the damage from bulldozing lasts much longer.

A worked example

The figures are illustrative. An operations manager who has been with a manufacturer for nine years is slipping. On-time delivery has gone from around 94 per cent to about 71 per cent across five months. Two customers have mentioned it. Everybody in the building knows.

The pleaser sequence, which is what usually happens, runs like this. Month one, the owner says nothing, because there was a genuine reason in month one. Month two, the owner mentions it in passing at the end of an unrelated conversation and it does not register as serious, because it was not delivered as serious. Month three, the owner starts quietly re-checking the schedule himself in the evenings, which fixes the symptom and removes the last remaining signal that anything is wrong. Month five, a customer complains formally, the owner is now furious, and the conversation that finally happens is the bulldozer version. The operations manager is blindsided, because from where he is standing this arrived out of nowhere. Both of them are right and the relationship is damaged for no good reason.

The backbone and heart version happens in month one and takes eleven minutes. It has four parts.

• Name what you see, in facts, without softening. "On-time delivery has gone from 94 per cent to 71 per cent since March. Two customers have raised it with me."
• State the impact plainly. "That is now a risk to the Halton contract, and it is starting to change how I feel about the operation."
• Stay in the room. "I want to understand what is going on. I am not looking for excuses and I am not looking for an apology. I want to know what has changed."
• Hold the position while you listen. If the answer is a reason, take it seriously and adjust the plan. Do not let it become a reason to move the standard. The standard and the support are separate conversations and both are yours to give.

The heart is not in the wording. It is in the fact that you are still there afterwards, that you follow up on Friday, and that nothing in your manner over the next fortnight suggests he is now in a category. Owners who deliver a fair message and then go cold for three weeks have not shown heart, whatever the words were.

How to apply it this week

1. Work out which one you drop. Think of the last three difficult conversations. If the relationship survived and nothing changed, you drop backbone. If it got fixed and things were frosty for a fortnight, you drop heart. Almost nobody drops both.
2. Write the first sentence before you go in. One sentence, factual, no cushion, no apology at the front. The whole conversation is decided in the first fifteen seconds and pleasers give the game away in the opening clause.
3. Remove your three softeners. Most people have habitual ones: "just", "a little bit", "no big deal", "sorry to bother you". Find yours and take them out of the difficult sentence only. They are perfectly fine everywhere else.
4. Have the conversation you have been carrying since February. You know the one. It is not getting cheaper and every week you leave it, the eventual version gets harsher.
5. Book the follow-up before you finish. "Let us look at this again a week on Thursday." That single sentence is the heart, made structural rather than emotional, and it is what stops a hard conversation being a one-off event.
6. Watch your behaviour for the fortnight after. Do you invite them to the same things. Do you still ask their opinion. That is where heart is actually measured.

The mistake most owners make

They think heart means softening the message. It does not. Heart is not in the words, it is in staying connected while the message stands. You can deliver a very hard message with a great deal of warmth, and the combination is far more effective than either half, because the person can hear the content instead of managing their own status.

The second mistake is believing you have a fixed level of backbone. Owners say "I am not a confrontational person" as though it were a height. Backbone is not aggression and it is not a personality trait. It is the willingness to hold a position for the length of time it takes for the other person to finish being uncomfortable. That is a capacity, and it grows the way capacities grow, by being used slightly beyond where it is comfortable.

The questions to sit with

• Out of 10, how honestly do you say what you see when it will be unwelcome?
• Out of 10, how well do you stay connected to the person afterwards?
• Which conversation have you been not having, and what is the cost of another quarter of not having it?
• When you were last given hard feedback well, what specifically made it possible to hear?

This is one of the core capacities in The Leader Programme. The reason coaching helps is not that anybody needs a script. It is that saying the difficult thing gets much easier once you have said it out loud to someone else first, and once somebody is going to ask you next month whether you did it.