Theory into Action #1: Relationship and Task Focused Leadership

Having become accustomed to the office environment here, and forming deeper relationships with the employees, I am reminded of my leadership analysis of Rodney Robinson. As the senior policy advisor at Richmond Public Schools, Rodney emphasized the importance of completing tasks efficiently and effectively, all while forming meaningful and long-lasting relationships with his subordinates. Mirador, as a small firm that is still developing, has similar attitudes on relationship-orientation in its leadership structure. As a FinTech firm, COVID did not impact Mirador’s ability to execute tasks efficiently, but it definitely made it harder for leaders and followers to develop a relational bond.

For a firm that is grounded in Wall Street, I initially thought of the stigma that comes with investment banking and sales and trading. Task orientation in the big Wall Street banks is much more important than relationships, as connections are made only when there is an opportunity to make profit. My dad was a bond trader for the GIC before the 2008 financial crisis, and was upset to realize that most people he thought of as friends would no longer reach out to him after he had left the GIC. Mirador, however, as a small firm whose success relies on its partnerships, does not hold this same task-oriented stigma. In fact, their LinkedIn bio is sure to make this discrepancy, explaining how “unlike large multi-offering firms for whom reporting is an ancillary service, or a consulting service that configures systems and leaves, Mirador’s performance-reporting experts create true, ongoing partnerships with clients to ensure data integrity…”

While Mirador is obviously concerned with keeping its clients happy (task focus), they do this by remaining relationally-oriented. Mirador treat its clients with such outstanding service in hopes of them trusting Mirador with more assets and referring their services to more potential clients. I argue that the most effective task-oriented leadership comes with holding a high regard for both interpersonal and intrapersonal relationships. I learned this through my semester-long analysis of Rodney Robinson, but the same holds true in Mirador’s work environment. Mirador is able to provide the services that make it unique because of its partnerships with leading technology platforms. Arguably, these partnerships are maintained because of Mirador’s strong, positive relationship-orientation. Such positive relationships make it possible for Mirador to execute tasks with such precision!

Moreover, like Rodney, Joe Larizza also uses humor as a way to get close to his employees, allowing everyone to let their guards down in his presence. Every other day or so, he does a lap of the floor where the interns and client associates sit, asking people how they are and making small talk that doesn’t involve the work at hand. His employees provide such great service because they are smart on their own, yes, but they also don’t need to worry that they will not be recognized or rewarded for their hard work. Employees eat lunch together, have events outside of work such as a movie/book club, etc. Furthermore, after having witnessed leaders in education and financial institutions, I believe that task efficiency is strengthened by relationship-focus. Being a 9,9 leader, after all, is the most effective leadership style, so when a leader acts in ways that benefit the good of the group, his followers are likely to complete tasks that suit him, as the leader, and suit their clients, the fuel of Mirador’s profits.

While this reflection focuses on task v. relationally oriented leadership, we may consider theories of charismatic leadership as well, as I have found that leaders who are relationship-oriented are most often charismatic. In specific, Mr. Larizza carries himself lightly among his employees by constantly sharing stories (i.e. how he spent his weekend, small talk about a recent sports game) and humorous anecdotes. He appears relatable and personable, even as the boss, and I feel that this allows followers to not be afraid of asking questions/for feedback — actions that, in turn, support task-focused leadership.