Over the last few days I have engaged in conversations that have had me pondering the impending economic upswing and what will happen to those who were courageous leaders during the tough economic times and those who lead from a base of fear.
I truly believe that although many leaders felt they made the TOUGH decisions and followed through by having the courage to engage in crucial conversations to tell people they no longer had a job or they had to take a pay cut - I do not beleive these were "the" tough decisions at all - they were the easy ones and came from a place of fear.
The truly tough and courageous decision would have been to keep the people and collaboratively and innovatively work together to determine other ways (not thought of yet) to combat the tough economic times.
What we saw within many organisations was yet again that "our most important assets" were the first to go. Now as the upswing starts these same leaders are fearful of losing people they do not want to lose - as organisations start to advertise to recruit new people and making highly favourable salary offers - so the fear is probably warranted. Because the damage to loyalty has been done during this last year and people will now look to go where the best money offer comes from! Why should they stay loyal and "do the right thing" when organisations did not "do the right thing" by them and their colleagues during the tough economic cycle.
It is going to be interesting to see what happens in 2010.
Friday, November 27, 2009
Tuesday, November 10, 2009
Are you a socially intelligent courageous leader?
After reading through the article I mentioned in my last blog - "social intelligence and the biology of leadership" - I want to take the time to state that courageous leaders are socially intelligent because they show:
- empathy with others and are sensitive to their needs
- attunement to how others are feeling
- organisational awareness of the cultural , business and market norms
- ability to influence and persuade
- propensity to develop others through coaching and feedback
- inspirational tendencies so they bring out the best in people
- teamwork
- courage to stay true to who they are and what they believe in
- willingness to use challenging behaviour.
I am going to work on these nine attributes / characters further and would welcome anyone's feedback and/or stories.
Social intelligence was summed up in the article as developing a genuine interest in and talent for fostering positive feelings in the people whose cooperation and support you need. It can truly be that simple if we want it to be!
I challenge you to self assess what you do on a daily basis as a leader - can you honestly say that you have stayed true throughout the day to showing genuine interest in those people on whom you rely to create the business outcomes you desire and need?
Monday, November 9, 2009
Courageous leaders know that laughter is serious business
Serendipitously as I changed my FaceBook profile picture to have one that shows me laughing and stating that I recognise the importance of laughter in life and that we need so much more laughing in our everyday life on my FaceBook wall - I pick up an HBR article that I have used in my Courageous Leaders Development Programme for about a year called "Social Intelligence and the Biology of Leadership" and there on page 3 it jumps off the page and hits me between the eyes - there in black and white it clearly states that:
".......top performing leaders elicited laughter from their sub-ordinates three times as often, on average, as did mid-performing leaders. Being in a good mood, other research finds, helps people take in information effectively and respond nimbly and creatively. In other words, laughter is serious business."
So all those years ago when I was managing and leading in the professional services industry and wearing the wrath from colleagues that I instigated far too much frivolity in the office - even being accused of having afternoon tea parties where I could not possibly be getting any work done - well I was in the serious business of producing great results and engaging with each of my wonderful people.
So, courageous leaders know that laughter is serious business - inspiring others to be effective and producing great results - that's exactly what we are about!
".......top performing leaders elicited laughter from their sub-ordinates three times as often, on average, as did mid-performing leaders. Being in a good mood, other research finds, helps people take in information effectively and respond nimbly and creatively. In other words, laughter is serious business."
So all those years ago when I was managing and leading in the professional services industry and wearing the wrath from colleagues that I instigated far too much frivolity in the office - even being accused of having afternoon tea parties where I could not possibly be getting any work done - well I was in the serious business of producing great results and engaging with each of my wonderful people.
So, courageous leaders know that laughter is serious business - inspiring others to be effective and producing great results - that's exactly what we are about!
Monday, October 19, 2009
Courageous leaders know managing is also about people
I had an interesting conversation today with a wonderful colleague and we talked about the differences between managing and leading - referring to the work of John Kotter - where he clearly states that we manage to implement (or as some now say - execute) and we lead to inspire. I have experienced many people attach managing to the task and leading to the people.
When developing Courageous Leaders I remind them to acknowledge that managing is equally about people and leading is equally about the task. It is just the level at which either of these are undertaken may change as they progress in an organisation.
Managing is not just about the task; it is also very much about people - and I know that many organisations suffer from mediocre performance because we are not managing the people - it is much easier and often more personally rewarding to manage the task. Instead managing the people requires tough conversations as referred to in an earlier BLOG. It requires people to have delegating conversations, giving feedback, receiving feedback, resolving conflict - each is a tough conversation which most of us run away from given half a chance!
While leading is also very much about leading the task and not just about leading the people. The nature of the tasks changes as you progress in the business and includes such tasks as creation of the business strategy, conversion of opportunities into real revenue for the business, completing research into particular issues of interest to you and to the business.
Courageous leaders juggle the tension between people and task in the way they manage and lead others. They do not avoid the tough conversations and they do not avoid the challenging tasks that require more leadership capability.
When developing Courageous Leaders I remind them to acknowledge that managing is equally about people and leading is equally about the task. It is just the level at which either of these are undertaken may change as they progress in an organisation.
Managing is not just about the task; it is also very much about people - and I know that many organisations suffer from mediocre performance because we are not managing the people - it is much easier and often more personally rewarding to manage the task. Instead managing the people requires tough conversations as referred to in an earlier BLOG. It requires people to have delegating conversations, giving feedback, receiving feedback, resolving conflict - each is a tough conversation which most of us run away from given half a chance!
While leading is also very much about leading the task and not just about leading the people. The nature of the tasks changes as you progress in the business and includes such tasks as creation of the business strategy, conversion of opportunities into real revenue for the business, completing research into particular issues of interest to you and to the business.
Courageous leaders juggle the tension between people and task in the way they manage and lead others. They do not avoid the tough conversations and they do not avoid the challenging tasks that require more leadership capability.
Wednesday, October 14, 2009
Courageous leaders give feedback
After facilitating a one day workshop on giving and receiving feedback I want to re-iterate the importance of giving feedback to the people who work with, for and around you. It is a gift that ensures everyone can be working at their optimal best. It ensures we certainly untap the true potential of all people within the business.
Today revealed that most people fear the reaction of the person they are giving the feedback too, coupled with the problem of making the time to engage in such a conversation.
This conversation is one of those difficult ones that only the truly courageous have and then reap the benefits from. Quite simply the courageous leader makes the time and creates the discipline to observe the people they want to develop. Observe them in action in meetings, as they walk through the office, as they talk to others in the office, as they delegate work to others, as they interact with customers/clients - all facets of their work life. As you do make sure you gather evidence - this is the critical piece that is so often missing when leaders go to give feedback.
Courageous leaders base their feedback on the evidence they have gathered and they deliver it by describing the specific behaviour and action and then sharing the impact it had on them - so they own the feedback and do not resort to "labelling" someone as a "poor listener" or even a "great listener". Do this and the reaction is not as defensive. Much more effective to describe the behaviour and the impact on you so the person receiving the feedback can decide if they want to repeat or alter their behaviour! They are less likely to feel judged and more likely to take the feedback on board.
Today revealed that most people fear the reaction of the person they are giving the feedback too, coupled with the problem of making the time to engage in such a conversation.
This conversation is one of those difficult ones that only the truly courageous have and then reap the benefits from. Quite simply the courageous leader makes the time and creates the discipline to observe the people they want to develop. Observe them in action in meetings, as they walk through the office, as they talk to others in the office, as they delegate work to others, as they interact with customers/clients - all facets of their work life. As you do make sure you gather evidence - this is the critical piece that is so often missing when leaders go to give feedback.
Courageous leaders base their feedback on the evidence they have gathered and they deliver it by describing the specific behaviour and action and then sharing the impact it had on them - so they own the feedback and do not resort to "labelling" someone as a "poor listener" or even a "great listener". Do this and the reaction is not as defensive. Much more effective to describe the behaviour and the impact on you so the person receiving the feedback can decide if they want to repeat or alter their behaviour! They are less likely to feel judged and more likely to take the feedback on board.
Friday, September 25, 2009
Courageous leaders encourage conflict
Facilitating a workshop yesterday my participants helped me make some powerful connections. Many organisations identify the importance of collaboration and innovation to their culture and the necessary behaviours for their business. Through conversations to explore conflict we came to realise yesterday that to truly bring individuals together within a team and an organisation where they are prepared to engage honestly and share their needs, emotions and concerns so we create true collaboration and ignite innovation then CONFLICT IS ESSENTIAL. Without conflict you cannot possibly have collaboration and innovation. And it is interesting to recognise that those same organisations who look to create collaboration and innovation do not overtly welcome and seek conflict. Therefore you have to question whether they truly do have collaboration and innovation.
We also came to realise yesterday that many teams think they are collaborating but really they are compromising - mostly because we do not encourage the conflict, we do not make it clear that we need it - and that it is only by unleashing this conflict that we can throw away the concept of my way and your way and create a new way - "our way" - which is true collaboration. The underlying mindset of many people is that someone has to win and someone has to lose - and this is not the mindset people need to collaborate.
So to all courageous leaders out there or to those who aspire to be more courageous in the way they lead - then get out there with your people and encourage conflict. And know that it is the way you resolve it that is critical to the long term sustainability of collaboration and innovation.
We also came to realise yesterday that many teams think they are collaborating but really they are compromising - mostly because we do not encourage the conflict, we do not make it clear that we need it - and that it is only by unleashing this conflict that we can throw away the concept of my way and your way and create a new way - "our way" - which is true collaboration. The underlying mindset of many people is that someone has to win and someone has to lose - and this is not the mindset people need to collaborate.
So to all courageous leaders out there or to those who aspire to be more courageous in the way they lead - then get out there with your people and encourage conflict. And know that it is the way you resolve it that is critical to the long term sustainability of collaboration and innovation.
Monday, September 21, 2009
Courageous leaders trust
Courageous leaders must trust - themselves, the process they set up and the other people around them - working with them in a work team or living with them as members of a family. Trust is a foundation value of a courageous leader. Without trust I do not believe you are courageous.
Firstly you need to trust in yourself - to do the right thing and stay true to the kind of leader you really want to be. This is true of you as a leader in all the roles you play in life - a parent, a sister, a wife, a daughter and all the other roles you undertake in life.
Trusting in the process set up and agreed is critical. This shows you believe in the other people to follow the process and produce the results. This can be very challenging and I have probably learnt the most about this concept by being the mother of a teenage daughter.
Lastly there is the trust you need to have in other people if you want them to work with passion and you want to unleash their true potential. Some of us have a natural propensity to trust and others of us are more skeptical and critical. No matter our natural propensity - trust in others is the true expression of your foundation value as a courageous leader.
Firstly you need to trust in yourself - to do the right thing and stay true to the kind of leader you really want to be. This is true of you as a leader in all the roles you play in life - a parent, a sister, a wife, a daughter and all the other roles you undertake in life.
Trusting in the process set up and agreed is critical. This shows you believe in the other people to follow the process and produce the results. This can be very challenging and I have probably learnt the most about this concept by being the mother of a teenage daughter.
Lastly there is the trust you need to have in other people if you want them to work with passion and you want to unleash their true potential. Some of us have a natural propensity to trust and others of us are more skeptical and critical. No matter our natural propensity - trust in others is the true expression of your foundation value as a courageous leader.
Subscribe to:
Posts (Atom)
