A sure way for Business School’s to make
money is to tap into the thirst for insight and knowledge around the topic of
leadership. The subject has spawned a consultancy industry worth billions.
Airport bookstores are crammed with titles that offer, sometimes,
enlightening stories behind the apparent
success. Steve Jobs, Warren Buffet, Margaret Thatcher, Mandela, the Amazon man,
Jeff Bezos, Elon Musk, the South African born enfant terrible of Tesla, Desmond
Tutu, Willem de Klerk, Richard Branson...all have something written about them.
They are the subject of genuine fascination, the sources of inspiration,
emulation and even denigration. Two descriptors, often interchangeable seem to
apply to them. They are influencers and by extension, leaders.
The association with “big names”
communicates an exclusivity. Leadership
is often regarded as the domain of the few - a specialism practiced in big
picture circumstances buttressed by the media and in the public gaze. Leadership is understood to be “out there”, somewhat
esoteric and associated with mass recognition. The single citizen only has
value and influence when in aggregation - a viewpoint that leads to passivity
and disengagement.
There is however another narrative. It
starts with a readiness to exercise
influence over that which we can rightly call our domain of authority - no
matter how apparently insignificant. Leadership is personal, immediate and
active. This domain can be territorial (such as my local street and the
self-appointed car guards) and certainly my home, relational (those who I
manage at work), my area of expertise and more.
Often times one’s context defines the
authority. Recently I witnessed an example of sexual harassment between two
staff members in our local up-market food store. I could have ignored it - but
it happened directly in my physical space - where I had temporary authority as
a paying customer - and so I engaged. This action was highly localized and
generated, I hope, a realm of safety into the working environment of this
store. I pick up the litter as I walk my neighbourhood streets in the morning
and support the local Resident’s Association which removes graffiti
immediately.
A US commentator, Bill Johnson has defined
the purpose of leadership as twofold: “The purpose of leaders is to create a
realm of safety and a realm of prosperity”.
Effective leadership creates a realm of
emotional well being which translates into engagement, a measurable commodity
defined by the amount of discretionary effort given by a person in the
completion of any task. “Engagement” is the polar opposite to passivity. Here
are 8 leadership features that will guarantee engagement.
1. The first
“sound” of leadership is silence. You have two ears
and one mouth. Actively listen for context, emotion and assumptions. Open your
mouth only to elicit more insight.
2. Leaders “ call
out” the invisible into experience - using pictures, symbols and words. Work to
have a compelling vision or idea of what is desired. Be relentless in reducing
your abstract ideas into visually appealing formats that culturally align
with those who you lead.
3. Leaders go first
into the unseen without a roadmap. You cannot expect
others to go with you until you have been there first. Courage and a readiness
to path find with all the attendant risks is non-negotiable.
4. Leaders transform as they transact. As you engage with others or a given
situation, look for ways to bring value that releases the “other” into a
different, deeper and greater sense of significance. Find out the other’s
story. Break any system rule that is futile and senseless. Renew old ways,
abolish that which traps and frustrates.
5. Leaders create emotional pathways so people can
embrace a new reality with respect and pride. There are few
rational decisions ever - even when dressed up as such. Assume that most
decisions are rooted in emotion. The language of emotion is acknowledgement.
Get comfortable with your own emotion and ensure that the emotional content of
a situation is adequately managed.
6. Leaders create a “commonwealth” - which is value
shared. Prosperity is more than money - it is a state of
“being” where all is well - the environment is good, there is presence
of predictability and accountability. It creates an environment that
attracts people.
7. Leaders work to call out the identity of “the
other” and, in so doing ignite extraordinary engagement. Personal
security is required before one can recognize others and their value. Profound
leaders know how to see the potential in others, celebrate it and
ensure that it is experienced. The flow through into the use of discretionary
effort is well documented.
8. Leaders know when to let go. Obvious
really - but it requires self-knowledge and genuine humility to remove yourself
when you can no longer add value.
Simon Middleton
Partner at Noted Thinking
