PURPOSE & IMPACT

Category: Leadership (page 3 of 4)

Trust Guidance for Leaders

One of the common discussions that I’ve come across in leadership discussions in organizations is “How do we build trust?”. I’ve thought about this question from two perspectives – building trust at an individual level and at an organizational level. If one wonders what the difference is, trust needs to start with individual actions in direct interactions and they have to be manifested to a wider audience or stakeholders through organizational processes, practices and systems. Multiple studies have found that trust is a crucial factor for team performance, including in sports. This applies to any type of organization.This post focuses on the individual aspect. Trust can be built more consciously at an individual level with fundamental actions – which I term as “Trust Guidance”. For someone wondering about how to build trust, these are useful starting points. These come from direct observations, and work with leaders and organizations.

1. Be visible.
Don’t get too busy with meetings and spend most time within closed doors.  All stakeholders especially your team members have a high need to see their leaders.  As human beings, visibility is reassuring and builds certainty and confidence (neuroscience research findings support this).

2. Be respectful. 
Being respectful in your direct and virtual interactions, irrespective of organizational levels are huge motivators for individuals. The lower you go, the more charged up and motivated individuals are when they feel leaders found time for them, even to have a short conversation or acknowledgement. People also go through good and bad phases at work or personal lives.  Respecting their space, especially during bad phases go a long way to building commitment and trust.

3. Be aware of self and impact of one’s behaviors and actions on others.
Take time to understand yourself, what drives you, your values, principles, strengths, development areas.  Self awareness is the starting point of any development effort. Next stage is to understand others around you and your impact of actions on people around.  Trust is a two way street and someone needs to extend a hand forward first to get the process of interactions into motion.

4. Be authentic, consistent in behaviors and actions.  
Be yourself. Don’t try to be someone else. Most people are smart enough to see through ‘fake’ personalities. This does not indicate the license to do whatever to be oneself, rather being aligned to  values and principles which are built as part of self awareness.  Practice what you preach.  Admit mistakes with accountability when they happen and share recognition when success is achieved.  It is also helpful to explain your thinking approach as people think differently about a certain topic and may struggle to see the rationale in another person’s approach.

5. Be open to discussions, while being conscious of biases.
Having the openness to discuss aspects that you may not agree with and have a strong view about, may help you see many possibilities and ideas that are otherwise missed.  Sometimes, it helps to be open about the fact that you have a strong view for a certain reason.  It also encourages others to share ideas and thoughts with you without fear. Presence of fear is one of the biggest barriers to trust.  Nobody wants to be the ’emperor with the naked clothes’ but there is a probability of unknowingly becoming one with and it becomes very difficult to call someone out when the perceived power distance is higher.  Being vulnerable, even to some extent is a big factor for others to see the humanness and accessibility.

6. Be fair in approach and communicate, especially tough choices.
People can live with tough choices if they feel it was based on a fair process and they’re not being misled into believing so. Many times, lack of visibility to the process or the way it was communicated or absence of it, result in difficult scenarios and contradictions for everyone involved.

7. Reflect constantly and make necessary changes.
Take out some thinking time with yourself or with your social network, coaches or mentors who can help with your thinking process and getting to more clarity on changes and actions. Everyone has a different scenario to think about and there are no perfect answers that address all scenarios. Observing, reflecting and adjusting your approaches accordingly would help you figure out the best approach for your environment.

Are there any other fundamental starting points in your view?

Best wishes on your leadership journey…

Absolute ‘Must Haves’ for High Performing Teams in Any Environment

How many teams does one work with in a lifetime?  A collection of multiple teams working efficiently towards common goals are fundamental to the success of any program or organization.  It is therefore important for leaders to build a shared understanding and definition for high performance (individual and team).  After having worked in and with various diverse teams as a member and consultant (sometimes ones with major issues), the following factors or elements seem ‘non negotiable’, in order to develop a high performing team.

1. Self & Social Awareness
Self awareness is the fundamental building block of any development effort, either at the individual or team level.  Strong self and social awareness are consciously developed using appropriate tools or assessments (eg. Team Management Profile) and conscious practices. If practiced well in a consistent manner, they result in a high degree of personal trust, and creation of “friend, not foe”/“towards, not away” frames (Daniel Goleman’s ‘Social Intelligence’, David Rock’s ‘Quiet Leadership’). The leader spends time with team members actively listening, coaching and empowering (not controlling or answering questions always). He/she is conscious about keeping his or her own ego and biases under check. The perception of fairness within the team is strong. Enabling a learning environment ensures that team members are encouraged to stretch, acknowledge mistakes & learn to make necessary adjustments with accountability.  Team members feel encouraged to flourish and find meaning in their work, not restricted or controlled.

2. Key Stakeholders/Outside-In Perspective
These teams are aware of and always work with the key stakeholder perspectives (Dave Ulrich & Norm Smallwood use the term, “Outside-In”), while developing their Points of View.  To start with, they map out key internal and external stakeholders and work towards building strong relationships.

3. Purpose of Existence
Through the leaders initiative and facilitation, the team builds together clear, inspiring answers to these key questions: Why do we exist as a team? What is our common vision and purpose? How do we achieve value for our key stakeholders?

4. Clarity of Roles/Responsibilities
There is a strong understanding of each others’ roles and responsibilities, and how they practically interface with each other. These are aligned with the core objectives. I’ve found this area to be a big cause of frustration and conflicts within teams and the reality is that it is very difficult to document everything into a single ‘roles & responsibilities’ document in today’s constantly evolving environments. In cases where misalignment or confusion appears, clarity needs to be forged through constant open dialogues (facilitated by the leader or an expert). This will work smoothly only if the social and self awareness competencies of the team have been consciously developed in the beginning.

5. Diversity
For a high performing team, diversity in thinking, work preferences and approaches are essential. Mutually complementary and supporting skills ensure that there is a healthy spread of task, behavioral preferences and strengths.  Diversity has the potential to create more stress and challenging environments in the beginning, sometimes resulting in in negative conflicts but the potential for achievement is much higher if the social and awareness factors are addressed proactively. Constructive challenges help a team push a team further, without needing to wait for external stimuli.  Managing diversity can also serve as a strong test and development for the leader’s maturity, emotional intelligence and leadership skills. Michael Watkins (First Hundred Days) noted that organizations can be like organisms – they repel any new or foreign body entering the system. Diversity keeps a team open and sensitive to competitive challenges or strategic shifts and challenges ‘herd’ mentality.

6. Focus/Priorities
Most teams get inundated with demands over time and have the constant challenge of delivering more than they can support. High performing teams and leaders build clarity around the right priorities and results, through reflection, active dialogues, alignment with key stakeholders and focusing their intense efforts accordingly. The performance management and reward systems are aligned accordingly. This also relates to clarity on goals, expectations and progress reviews at the individual level. In his recent HBR article “The Focused Leader”, Daniel Goleman noted that a primary task of leadership is to direct attention.

For any leader of a team, it is helpful to ask oneself what percentage of time is spent reflecting on or discussing these topics – individually and with the team (especially during the early phases of a team’s forming and norming stages)? Most teams spend majority of their time discussing practical issues at hand or technical topics. If a leader does not facilitate and enable the building blocks of team development especially in the early stages, and constantly follow-up on these elements, she or he will spend a lot more time later thinking about and sorting out related issues.

It is never too late to start. This important team development capability needs to be built either internally with HR support or with external experts.  These factors become even more relevant and important for senior level teams with high impact on the overall organization.

Are there any other ‘must-haves’ in your view?

Best wishes…

‘The Leadership Code’ – Applications for Global Leaders

The topic of effective leadership has been thought about and dissected from various perspectives.  I have also spent quite a bit of time reflecting and learning from various angles, while observing, experiencing and working with leaders on practical aspects.I got an opportunity to read the draft of ‘The Leadership Code’ book written by Dave Ulrich, Norm Smallwood, and Kate Sweetman few years back.  My recent RBL group partner certification on the topic got me thinking again about related experiences, and its relevance globally.  The Leadership Code work reviews various models and research works and presents a strong, consolidated (‘meta’) view.  Having worked with global leaders, managers and HR over the years, I felt it would be beneficial to share some related thoughts and observations.  From my own experience, leaders undoubtedly have a huge impact (through their direct or indirect actions and behaviors) on how people within an organization feel and engage with customers and external stakeholders, and thereby how the external stakeholders perceive an organization through their interactions, connecting to results.

TLC recommends that the fundamental areas of focus for an effective leader include Personal Proficiency, Strategy, Execution, Talent Management and future Human Capital Development.

In my observation, many leaders seem to spent majority of their time thinking about and working on the execution area.  It is natural, as most individuals are promoted to their leadership positions because they are very strong in execution.  The ‘leadership passages’ (Leadership Pipeline – Charan, Drotter, Noel) or transitions require leaders to reflect and rethink their approaches and practices, as they progress through their journey.  When it comes to leadership development programs, a lot of the focus seems to be on Personal Proficiency.  This is of course an important area but hopefully would not be at the expense of others.  Building a strategy might be less complicated for some leaders but communicating it consistently across and engaging with the organization through to the front lines, making it practical and aligning with the performance management system (which enables right execution) are complex steps.  It is important to note the distinction between execution at an individual level and execution at the organization level (requires different approaches).  Talent management tools exist in many organizations but what makes them valuable is an indepth understanding of the organization’s talent and key drivers through day to day interactions and applications.  When future Human Capital Development is not given serious attention, the succession pipelines dry up or we miss to look at the critical roles in a changing environmental context with the relevant talent, resulting in heavy business impact.

A recent post by GE’s CLO & VP of executive development Raghu Krishamoorthy, mentioned that most of their leaders, including their chairman spent at least 30% of their time on people related topics. Competent HR professionals and systems can play a huge role as enablers and support in building a balanced view and practical approach.

An important question I would leave you with is – to consider if you would need to and how you could find a healthy balance of these areas on your leadership agenda.  The proportions may shift depending on business life cycle and other practical considerations but if as a leader, you miss out on eg. future Human Capital Development area citing business and operational emergencies, the probability of never getting out of them increases and building a sustainable organization for the long run remains a dream.

It helps for every organization (starting with top leaders) to clarify how leaders help balance today’s priorities and future success, and the important role that leaders play to build sustainable organizations for the long run.

RBL Group also finds that while around 60 to 70% of leadership competency models reflect TLC, around 30% would ideally involve differentiators related to the organization’s strategy and brand (which leads to a distinct ‘Leadership Brand’).

Wishing you happiness, success and wisdom…

Leading the World – Food for Thought for Corporate Leaders in India

As someone following the world of leadership, human capital and organization development discussions, I could not resist sharing some observations and food for thinking for corporate and business leaders in India.  The following themes appeared to me across conversations and experiences during my time in India.  There are of course many exceptions but one would need to openly challenge some notions, if more Indian companies and leaders aspire to be relevant in today’s connected world and tap into the high promise potential of our younger generations.

1. The Big Picture

The popular expression, ‘Seeing the trees and not the forest’ seems to be a major area for many leaders to reflect on.

There seems to be a general tendency to focus heavily on the details and costs, without sufficient emphasis on critical strategic leadership elements like value creation, organizational alignment and stakeholder engagement.  While the technical aspects and analytical skills seem to be an area of strength, it is important to remember that as leaders of organizations, your mandate is much bigger. It may be comfortable to focus on tasks and activities that are more tangible in nature (‘comfort zone’) than those like discovering new business directions, making strategic choices or understanding the emotional quotient in your organisation. Organisations should indeed be efficient bodies with improving process and cost management – yet the need for finding new directions, being agile, adapting in a constantly shifting world in a sustainable manner, and the ability to ‘connect the dots’ is critical.  An important example of a real time topic is the recent discussion around the future of India’s IT sector and how companies need to evolve and flourish in a shifting environment. Communication, language skills and influencing across stakeholders can be challenging, yet critical. Cross cultural awareness and openness especially for companies and leaders expanding across the world is fundamental for success.

In his latest book ‘Focus’, Daniel Goleman notes that for leaders to get results, they need three kinds of focus – Inner focus (our intuitions, guiding values), Other focus (connections to the people in our lives) and Outer focus (larger world).

2. Understanding and Realising the Power of Human Capital.

How many leaders see high value in investing in a product or physical assets vs. investing in talented people? Are investments on talent management, human capital or leadership development seen with similar importance and bottom line impact (starting with the self)?  Who creates great products, services, strategies or innovations in organisations, and what leads to those creations?  What is the amount of discretionary effort that an individual has and can stretch in any effort? Seeing the golden link between business results and highly effective employee practices are fundamental to sustainable success.

A lack of concerted development effort results in a vicious cycle for an organization – eg. lack of investment in leadership development results in lack of quality thinking, reflection and improvement of leadership effectiveness at an individual and organizational level.  I’ve heard from few leaders that they’re so busy running that they don’t have time to stop and think. As a result, the focus tends to become narrow across the board (often unconscious).  The organization can help consciously provide that space.

For the non-believer, it might be worthwhile to think about the disruptions in many areas (especially technology) and generational shifts we have seen in recent times. One also could think about the Indians who have flourished in global environments like the U.S. and what the difference is.  Core factors like Certainty, Autonomy, Mastery, Purpose, Relatedness, Fairness (ref. David Rock/NeuroLeadership Group, Dan Pink) are relevant everywhere and should be actively adopted by leaders.

3. Challenging the status quo and changing traditional management approaches.

This is a major area for change and the need to change traditional management approaches to reflect today’s world is extremely high.  We still cling on to many approaches from previous century to manage organizations and workforces in 2014.  Even factors like restrictive hierarchies and mindsets haven’t shifted sufficiently to realize the potential of evolved knowledge work and potential.  As technologies turn the talent pyramid upside down for potential disruptions, a leader has to find a way to understand and truly tap into reframing one’s own mind map.  This does not mean that old ideas and philosophies become totally irrelevant.  Even institutions like Harvard are actively adopting and applying the age old wisdom of mindfulness and meditation to the business environment.

There seems to be a reluctance to empower and trust across the organization.  Some of this may stem from the historical, cultural and environmental /social aspects of heavy competition and conflict. As a leader, one needs to think how he or she can build true collaboration and change such a culture or value system to enable significant output.  Role modeling is fundamental and well-designed HR systems can be strong enablers.

4. Wellbeing, Effectiveness of self and others

Last but not least, many findings today relate to individual wellbeing, effectiveness and personal sustainability.  It is not uncommon to find young professionals in India who spend lots of overtime at work, ignore exercise and a healthy lifestyle.  Many leaders also today seem to be heavily distracted, over worked, juggling too many things while ignoring the options to engage/empower team members, and apply the same principles and role modeling to their direct reports. Multiple research studies show the negative impacts of continuous high stress on mental and physical health. Combined with these working habits, the lack of exercise and constant overtime at work leads to a tired brain in a constant ‘threat’ state and poor decisions.  Neuroscience studies indicate that a tired brain does not support innovation or fresh thinking.

As a leader, how would you rate yourself on curiosity, interest in learning and applying some of the recent studies/findings to your ways of working?  The leading consulting firm Korn Ferry found that ‘learning agility’ is a fundamental trait among successful leaders.

There is not much doubt that having high quality leaders and talent are fundamental success drivers for any organization or even a country.  The sooner a leader realizes it, the better for the system and the people in it. Leadership starts at the individual level (with self-awareness, management) and needs to be developed consciously at the systems level for truly high impact.

Leadership in government functions is probably a different discussion, with higher priority due to the scale and scope of impact on general public and seeming lack of current attention to the topic.

Institutions (especially Universities) and organizations also play a key role in leading the drive for influencing and changing practices at a systemic level, even beyond their own countries. There is probably a higher need to communicate that information and interact actively with individuals (eg. leading universities in the U.S. using social media to disseminate latest studies and discussions).

If you aspire to be a respected, world-class leader, I leave you with three final questions:

  1.  What Leadership Brand (ref. RBL Group) would you like to build for yourself?
  2.  What would you want your Leadership Legacy to be when you are not around?
  3.  If you’ve found one useful takeaway from this reading, what will you do about it next?

Curious and interested to hear your thoughts about this topic…

I wish you the very best on your journey.

Few Notes of Wisdom for Reflection from ‘How Will You Measure Your Life?’ (Book by Clayton M. Christensen, James Allworth, Karen Dillon)

  • Solving the challenges in your life requires a deep understanding of what causes what to happen.
  • “The only way to be truly satisfied is to do what you believe is great work.  And the only way to do great work is to love what you do.  If you haven’t found it yet, keep looking.  Don’t settle.  As with all matters of the heart, you’ll know when you find it.” – Steve Jobs
  • Too many of us who start down the path of compromise will never make it back.
  • What’s most important to you in your career?
  • Problem is that what we think matters most in our jobs often doesn’t align with what will really make us happy.
  • Good intentions are not enough…spend your resources consistent with your intentions.
  • The opposite of job dissatisfaction isn’t job satisfaction, but rather an absence of job dissatisfaction.

Are You Building a Sustainable Organization?

Very Important for all leaders and boards to reflect on: Are you building sustainable organizations?

As the discussions focus on economic challenges, changes, unpredictable environments, global dynamics and impact on organizations:

  • How are the actions of leaders in your organization linked or measured with creating long term value and building organizations to last long term?
  • How are leaders measured on this dimension? What behaviors does that encourage?
  • How do boards and organizations find the right ratio in requiring leaders to create short term vs. long term value?

Six Ways HR Leaders Can Become More Effective Business Partners (‘The Talent Masters’)

From the book, The Talent Masters by Bill Conaty and Ram Charan.

1. Understand your business and industry dynamics

  • Financials and key operating levers that affect your business

2. Build your HR vision and strategies around the business model

3. Become problem solvers versus problem identifiers

  • Remove issues from the plate instead of adding to the existing pile

4. Take your work seriously, but don’t take yourself too seriously

  • Stay cool/provide a sense of balance and calm in the storm

5. Have the personal independence, self-confidence, and courage to push back or challenge the system when necessary

  • Don’t salute every command..But pick your spots.
  • Stay true to your personal values and convictions, those moments can make or break your career.

6. Never forget why you’re at the table

  • Obligation to balance strong business partnership role with employee advocacy role
  • People implications of decisions
  • Never forget the “human” in human resources

Notes on ‘Leadership’ from the book, “True North” by Bill George

I recently finished reading the book, “True North” by Bill George, former CEO of Medtronic. It was a great learning experience because it relates directly to real life experiences and shares the wisdom of over 125 leaders with varied experiences. I started consolidating some profound notes and felt they had to be shared. Here we go!

True North is the internal compass that guides you successfully through life. It represents who you are as a human being at your deepest level. It is your orienting point – your fixed point in a spinning world – that helps you stay on track as a leader. Discovering your True North takes a lifetime of commitment and learning.

* The difference with authentic leaders lies in the way they frame their stories. Their life stories provide the context for their lives, and through them they find their passion and inspiration to make an impact in the world.

* ..the worst thing people can do is to manage their careers with a career map…being flexible and venturesome in stepping up to unexpected opportunities..

* Your development as a leader is not a straight line to the top but a journey filled with many ups and downs.

Ann Fudge (Young & Rubicam CEO): “Don’t worry about the challenges. Embrace them. Go through them even if they hurt. Tell yourself, there is something to be learned from this experience. I may not fully understand it now, but I will later. It’s all part of life, and life is a process of learning. Every challenging experience develops your core of inner strength, which gets you through those storms. Nothing worth doing in life is going to be easy………Leadership is leaving something lasting, whether it is how you treat people or how you deal with a problem.”

Jeff Immelt (GE): “Nobody wants to be around somebody going through a low period. In times like that you’ve got to be able to draw from within. Leadership is one of these great journeys into your own soul.”

* The key to learning from failure is to avoid denial and be honest with yourself.

Mike Baker (Arthrocare): What matters is not how often you have been on the canvas, but whether you get up, how you get up, and what you learn from it.

* The role of leaders is not to get other people to follow them but to empower others to lead. They cannot elicit the best performance from their teams if they are in the game primarily for themselves. In the end, their self-centeredness keeps other people from leading.

* When you become a leader, your challenge is to inspire others, develop them, and create change through them…Only when leaders stop focusing on their personal ego needs are they able to develop other leaders.

* Your journey to leadership is likely to take many unexpected turns. Life is full of challenging situations, including ethical dilemmas, midcourse career changes or burnout, seemingly intractable interpersonal challenges with colleagues, marriage and family issues, failures and loneliness. At times, you may feel you are losing your way or have gotten off course..Getting back on track alone is very difficult. That is when you most need your support team.

* Have you defined what success means for you and for your life? Unless you have thought through the answer to that question, you are at risk of letting others define success for you or trying to keep up with their definitions of success.

Ann Moore, CEO of Time, Inc.: “Follow your compass and not your clock.”

Andrea Jung, CEO of Avon: …Achievement was less about getting all A’s and more about trying.”

Anne Mulcahy, ex Chair & CEO, Xerox: “I get things done by identifying with the people in the company and by trusting them. I care most about building a good team to lead the company.”

* Feelings of despair among leaders are quite common, but most do not have the courage to admit it. In times like these, you need the support of your colleagues.

Some of the things leaders do to gain the respect of their colleagues:
* Treating others as equals.
* Being a good listener.
* Learning from people.
* Sharing life stories.

Empowering people to lead:
* Showing up
Showing up at important events or at unexpected times means a great deal to people and enables them to see their leaders as real people.
* Engaging people
The most empowering leaders are those who engage a wide range of people. That means being with them face-to-face….and being open and vulnerable with them.
* Helping teammates
Merck CEO Roy Vagelos: “People love to have involvement of the leader. They feel you want to help them and are part of the solution.”
* Challenging Leaders
Often, the most empowering response is to challenge people’s ideas, to ask why they are doing something a particular way, and to help them sharpen their ideas through dialogue.
*Stretching People
Most people want to be stretched in assignments that enable them to develop. The leader’s key is to sense when people are ready for such challenging experiences. Yet it is also important for your team to know that you will be there to support them if necessary. Just knowing you have support from your leaders if things go wrong is very empowering. It enables you to recognize that you will not be hung out to dry, so you can take on stretch goals and significant challenges without the fear..
* Aligning Around a Mission
Individuals usually have their own passions that drive them. If the leaders can demonstrate how they can fulfull their purpose while achieving the organization’s mission, the alignment can occur.

As you think about your leadership style and power, ask yourself these questions:
* Is your leadership style consistent with your leadership principle and values? Is it even inconsistent?
* How do you adapt your style to the circumstances facing you and to the capabilities of your teammates?
* How do you optimize the use of your power in leading others?

* If you simply adopt an organization’s normative style or try to emulate someone else’s style, your lack of authenticity will show through. Under pressure and stress, leaders tend to revert to their least attractive styles – from being highly directive or passive aggressive to completely withdrawn.

* Authentic leaders understand they need power to get things done, but they learn to use it in subtle ways. They prefer to persuade others to adopt their point of view or to build a consensus rather than forcing subordinates to go along with them. In so doing, they win trust, loyalty and support of their teammates. That in turn leads to better decisions and a higher level of commitment to shared goals.

* In leading, you must always understand the situation in which you are operating, as well as the performance imperative. You should also think carefully about the kind of relationship (dependent, independent, interdependent) you want to have with your teammates and what type of relationship will enable your team or organization to achieve its business imperatives.

You cannot find the fulfillment of leadership by observing leaders from the sidelines…You have no choice but to get in there and get your face marred by dust and sweat and blood. That is what life and leadership are about…The fleeting symbols of external gratification will vanish like the wind. What will remain are the memories.

How We Manage Through Tough Times, As Individuals & Leaders

This is my first blog post since March. I’ve been thinking a lot during the past few months about leadership during tough times and our own individual behaviors. Many of these thoughts come from my observations, experiences and are relevant to what’s happening in the world today.

It is during tough times that we get tested personally on multiple fronts:
* Our core values.
* Our emotional intelligence.
* How we care about, treat and support our key stakeholders – both in personal and professional lives.
* How well we prepare for the future (will be ready to run at high speed when things get better?) – both mentally and physically.
* Most importantly, our perseverance and ability to rebound from tough situations.

As we know, life consists of ups and downs. We’ll live in a fool’s world, if we believe things will continue to be good or bad. Additionally, there will always be some things that worry us. Kahlil Gibran’s quote is so good to remember, especially during tough times – “Your living is determined not so much by what life brings to you as by the attitude you bring to life; not so much by what happens to you as by the way your mind looks at what happens”.

What really matters is that we don’t lose focus during the tough times, fight adversity with “stubborn perseverance”, refuse to give up and work towards possible solutions.

From a leadership perspective, some of the most important behavioral things that a leader can do during very difficult times is not just be realistic but more importantly followup the realism with encouraging the organisation and being optimistic about future potential. Optimism is contagious when it comes from a trusted individual. Being a ‘cheer’leader and building focus, energy level and high hopes for the future are equally important elements. Most times, the followers feed on the energy of their leaders. This is of course not easy to do as leaders themselves will be going through a tough phase. Leaders should always remember that every single move, especially during tough times is keenly observed by the rest of the organisation. What they do, talk about, and how they behave have a big impact on the organisation.

In the long run, leaders leave a legacy and are more remembered for how they got things done, not just what. I strongly believe that in today’s world, without the first, the second is not sustainable.

Authentic Leadership

Just finished reading the book, ‘Authentic Leadership’ by Bill George, former Chairman and CEO of Medtronic.

Here’re some great inputs from the book:

* Authentic leaders are guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind. Others follow them because they know where they stand.
* The one essential quality a leader must have is to be your own person, authentic in every regard. Being your own person is most challenging when it feels like everyone is pressuring you to take one course and you are standing alone.
* It is important that you develop a leadership style that works well for you and is consistent with your character and your personality. Over time you will have to hone your style to be effective in leading different types of people and to work in different types of environments.
* Being true to the person you were created to be means accepting your faults as well as using your strengths.

Authentic leaders demonstrate five qualities:
1. Understanding their purpose: Passion
2. Practicing solid values: Behavior
3. Leading with heart: Compassion
4. Establish connected relationships: Connectedness
5. Demonstrating self-discipline: Consistency

Acquiring the five dimensions is not a sequential process; rather, leaders are developing them continuously throughout their lives.

* At some time in your journey you, too, may find yourself in a crucible that tests you to your limits. In this crucible you learn who you really are and what you want to become. Having survived, you will know that indeed you can take on any challenge and come out of it a better person for the experience.
* Leading an authentic life requires openness to all that life has to offer and a willingness to go with the flow of life.
* There are simply no shortcuts to creating long-term shareholder value. Sustainable growth cannot be achieved by a series of short-term actions. Real value can only be created by the hard work of dedicated, motivated employees that develop innovative products and services, establish intimate customer relationships, and build organizations over an extended period of time.
* The key is having people around you who complement your weaknesses and make up for your lack of experience.
* To overcome the many barriers to market leadership, it takes leadership committed with passion for its mission, with a singular focus and commitment to succeed.
* Innovations result from employees with a passion to make a difference in the lives of their customers. By appealing to the hearts of employees, leaders can aspire them to creative results.
* Companies that put their customers first and empower their employees to serve them will inevitably provide greater growth in shareholder value than those corporations that focus primarily on getting their stock price up.
* As a leader, you have the task of engaging the hearts of those you serve and aligning their interests with the interests of the organisation.

Making a difference in the lives of others can bring unlimited joy. Leading a life of significant service can bring unlimited fulfillment. Sharing yourself with others authentically can bring unlimited love.

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