LEADERSHIP - WHAT MAKES A GOOD LEADER?
Have you ever tried to define leadership in your own words?
My favorite leaders have always been an inspiration to me because of the manner in which they took responsibility for every area of their lives. These individuals never made excuses and were always accountable for everything they did.
While a lot of people use the two words - responsibility and accountability, interchangeably, they actually mean very, very different things.
Many a times, especially when a firm is getting restructured, one can land up with a promotion which puts one in a different role with different expectations and a totally new culture. I know people who have landed in positions of great responsibility by some management shuffling as a result of a merger or acquisition of a company. A friend of mine told me about his experience of getting a totally unexpected promotion which got him to the top management cadre. Chuckling, he said, he was the youngest attendee at the first conference after this reshuffle.
It may seem funny, but it can also be a bit daunting and intimidating. In such a situation, you would obviously try and cope as well as you can by using all the bag of tricks that you have picked up on your way here. But, without doubt, you will be out of your comfort zone. You may have some but not all the skills required to handle the challenges of your new role. Many people try hard but then give up and ask their bosses to place them back in roles which are more comfortable.
Leadership often forces you out of your comfort zone into new terrain. Growth is often only possible when we give up previous conceptions of what is possible.
Here is the key! As senior management, you are required to make the shift from managing 'stuff' to managing 'people' that are perfectly capable of managing the 'stuff'. At that level if you make the mistake of doing rather than managing, you run a double risk. Firstly, you will be doing a role which is not as big as what the organization is paying you for. Also, you run the risk of alienating and upsetting the people whose role you are taking on.
I have made this error. Once I realized my mistake, I started investing time and energy into developing the talents and abilities of my team rather than taking on their tasks. Of course, such a process may initially be slow to give results; however, in the long run it will prove immensely profitable.
So, start managing people and see how things will start to turn around. That brings us to the critical difference between 'responsibility' and 'accountability'.
In a smaller business, you are responsible for many roles and wear many hats. Responsibility refers to tasks and how one can work to accomplish and cope with all the things that need to be done, usually by juggling many hats. In a bigger business, one person can simply not do everything by himself.
At another level, top management in a company implies that you hold the accountability for the entire business performance. At this stage, you must distribute the responsibilities to other people, of course with your constant guidance and monitoring.
So, as a leader, give away the 'doing' to your team. Just tell them 'what' is required and leave the 'how' to them, within the given parameters.
It will be a tough transition to make, but believe me, it can be done! It will be one of the most powerful leadership lessons you will ever learn.
You are a Leader when others follow you because they want to, not because they have to.
I. Leaders are trusted
Leaders are effective not because they carry out the best practices competently, or have the best processes, or make a lot of phone calls. Customers will do business with people they like. They like people they can trust, and they trust people who show concern and competence. Employees will work well if they feel heard, if they clearly know what is required of them and if they feel that you understand that they are people too, and make decisions on a daily basis outside of work which affect them and their family.
II. Leaders listen
Listening skills are not hereditary, they are acquired. Most skills are acquired in early childhood and if children do not feel that adults are listening then it is very likely they will not listen as adults. Most people (75% according to some studies) do not listen well. People are motivated by leaders listening to them. People are more likely to follow an example than advice, so create better listeners by being a better listener. Everybody knows something that you don't, and if you listen you will find out ideas that people have for bettering the organization.
III. Leaders do not judge
If you criticize someone's idea they will almost certainly never use yours. Two heads are better than one and effective teamwork should always be considered an option. This means not only teaching others to work together and use each others ideas, but for you to become part of the process.
IV. Leaders delegate
Employees' potential is often wasted. A good leader does not manage every single detail. A good leader recognizes that everyone has skills outside the immediate environment, and trusts employees to use those skills wisely.
V. Leaders motivate
Employees tend to stagnate when motivation decreases. Motivation is not the old fashioned "Do as I say or something bad will happen" - this is fear. That may have short term results but it is not effective longer term. Instead, challenge your employees, it initiates excitement and creativity. Set targets that may be slightly out of their range of achievement, and see what results. Then guide them towards the solution but don't give it. Coach them into discovering it themselves and their self esteem will rise, together with better results for you.
VI Leaders understand people
People in general do not change much. Look at your employees as they are now. Manage for their current abilities, not for the abilities of one outstanding individual. That individual will find his own way up. By constant observation look at what is required to do the job and become adept at interviewing and hiring.
VII Leaders learn
Leaders look at themselves and their actions to see if they could have done better, and remember to do it better next time. Leaders educate themselves by searching for information, reading about leadership, talking to other leaders, trading ideas and experiences, and remembering that change is constant. They keep up with all the trends in management, technical, industry and people issues. When their business has grown to employing 5-15 staff, they need to change from a manager of things to a manager of people, and from a technical expert to a strategic thinker
VIII Leaders plan ahead
It is not enough to come to work to just do your job, and leave at the end of the day and move on. That is what employees do, that is their contract. Leaders think about "what happens next", "what if" and have the answers and a plan of action ready. They are constantly thinking ahead, writing down ideas for improvement, and working out ways where the day to day processes work smoothly to give them more time.
IX Leaders set goals for themselves
Leaders invest time and money if necessary in personal development. Think where you or your business wants to be in 3-5 years time. Write down those goals, and write down what needs to be done to achieve each one. The goals may be financial, personal or hobby related. Map out a plan for your life and if possible put timelines on each objective. Review the plan regularly to gauge results, and modify as required as circumstances change. Seek the support of those close to you who are affected, to gain their buy in, and keep them informed of how you are going against your goals.
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