Marque Executive Resourcing

In this section:

Much has been written, and will continue to be written on the subject of Leadership.

Theories abound. Attempts to research it, to define it, to specify leadership qualities, to distinguish it from the process of management are numerous.

Debates rage as to whether leaders are born or developed.

All such writings add to our understanding of the subject.

Our intention through this paper is modest and simple, and that is to provide some helpful insights, which could be used as a basis to improving leadership in your organisation.

There are many uncertainties facing us in the 21st Century. However, there is at least one certainty, and that is that the collective endeavours of people will be the major differentiating factor between companies in all sectors.

Information and data will be pretty universally available. So will financial resources. The contribution of people in achieving the tasks either as individuals, or collectively, will be dependent on the way that they are led, or believe that they are being led.

Leadership skills are required at all levels in the organisation. They are needed wherever there is a team.

Our observations are based on our interface with client organisations, on our extensive contacts with a senior management cadre working in a range of sectors, and our direct experience of what effective leaders DO to make them effective.

So what do they DO? Here are ten themes, the ten Ls of leadership, which reoccur.

These may be good examples or bad examples. Whatever form the behaviour takes, it is open to scrutiny. Leaders are talked about. High standards will encourage high standards from others. Likewise, the reverse applies.

‘Do as I do, not as I say’ is the best way to summarise it, whether in respect of work standards or in respect of behaviour.

Never ask someone to do something that you would not do yourself.

'No one of us is as smart as all of us’, and no-one has a monopoly of good ideas.

Once leaders accept these two points, the leadership style issues start to be self-selecting.

Communication is such an essential prerequisite in any leader’s mind-set that it remains a mystery as to why it is so patchy. It’s pretty obvious that if the team know what it is the organisation is seeking to achieve, (are trained), and know what is going on, the leader’s job is so much easier.

If companies can run the payroll every 4 weeks, why is it so difficult to run briefing groups (or similar) every 4 weeks? And make communication 2 way! Bosses tell: leaders explain why!

Whether it is the strategy planner with the MBA or the receptionist with the NVQ, all employees have a part to play in building success. We are aware of the value of intellect. We are also aware the intellect does not actually put money in the till.

Leaders recognise the importance of the team: and that every team has it’s strengths and it’s weaknesses. Whoever they are, or whatever they do, every employee wants to feel that their contribution is recognised. The leader’s job is to create the sense of worth, and provide meaning in each individual. And that means leaders take steps to counteract any tendencies to favouritism.

'Deal with others as you would like to be dealt with yourself.’ Leaders understand that the way that customers and employees are dealt with leaves indelible marks on others. Good news travels: bad news travels twice as far and twice as fast.

Leaders understand that their behaviour and actions are transparent. Unless they insist on high/ professional standards in the way that the company treats it’s customers and it’s people staff, -same values for both groups-, leaders will never sustain a high performance business.

And leaders never, ever, argue with, or reprimand others in front of others. Nothing could be more destructive.

Leaders create the climate where others achieve and succeed. In a way that is analogous to the back seat driver who lets others hold the wheel, but who retains the map and keeps a watchful eye on the driver, offering ‘coaching’ as necessary. Once the strategy is agreed, objectives are in place, resources are available, the 5 basic needs of all job holders come into play, summarised as follows;

a) Tell me/ agree with me my job.

b) Guide me/ coach me.

c) Let me get on with it.

d) Tell me how I am getting on.

e) Reward me according to my contribution.

Leaders understand that everyone, no matter what role, has the same expectations and promulgates the ‘5 needs’ philosophy throughout the organisation. Leaders unlock potential.

Leaders at the most senior level look for the big picture. They understand the importance of strategy, of customers, of market positioning, and of short and long time frames. Leaders also understand that it is their responsibility to act in the best interests of all stakeholders. They take time out with their team to consider where the organisation is and where it is going.

Leaders exist at all levels and in all parts of the organisation. It is a pluralistic concept.

Leaders may not be visionaries. At the more junior levels the vision will be framed by the organisation strategy. But at the highest level, leaders must initiate the big plays, negotiate goals, devise strategies to deliver them and encourage others to both question and support them.

Because leaders understand the difference between decision making and decision taking, if the vision or strategy ‘thing’ does not come as second nature, the leader complements his strengths with the skills of others who may be more adept at seeing the big picture.

Not every leader has the sensitivity to make people feel important. Some are thick skinned or have blind spots. But everyone would like to believe that their leader cares about them as an individual

In many scenarios, the immediate leader and the company are seen as one and the same. The leader is assumed to be acting in a way endorsed by the company. It becomes that personal. We should not be surprised when employees remark that the company is this or that, when they really mean that it is their line manager who is this or that.

The line manager must be aware of how the team see things or are feeling. And if the ability to read people is not a strength, the leader must find ways to stay in touch, formally or more usefully, informally. The leader needs to encourage people to tell him/her the way it is, and be able to respect the confidence, and most importantly, not shoot the messenger!

How often does your spouse or partner tell you that "you are being taken for granted"? Alternatively, how often do you hear the expression "I don’t know why I bother, because you never get any thanks"?

With due acknowledgement to John Adair, all leaders would do well to take note of this short course on leadership:

The 6 most important words; I admit I’ve made a mistake.
The 5 most important words; I am proud of you.
The 4 most important words; What is your opinion?
The 3 most important words; If you please.
The 2 most important words; Thank you.
The 1 most important word ; We.
And the least most important word; I

Recognition of achievement, of people’s contribution, in the most public way possible is a major duty of any leader.

All leaders make mistakes from time to time. But they possess the humility and bravery to admit them and to take responsibility for them.

One reason people willingly follow certain leaders more than others, is because they respect them, and identify with what they are trying to do, and/or with what they stand for.

Respect is earned. It cannot be demanded. It is earned because the leader displays characteristics such as Trust, Courage and Integrity. No one will get excited about following a boring, pedestrian, untrustworthy boss. Leaders have to inspire, and if not that, make demands, explain their intentions and objectives and seek input and support.

Leaders who generate fun and excitement; these are the types that people want to follow, and who make impact. Leadership doesn’t bring privileges; it brings responsibilities (and sometimes a larger reward package). It is a privilege to be a leader. To be able to make a difference and to be a positive force for change. Leaders always see the bottle as half full, not half empty.

A popular leader may not be an effective leader. Almost everyone likes saying ‘yes’. But leadership entails giving both the good news and the bad news. It is about setting standards for self and others; about achieving and conforming. Being firm but fair in dealings with people.

And that means saying ‘no’ on occasions, but explaining why.

The effective leader can retain motivation even when there is an unpleasant message to convey.

Appraisals (performance reviews) are honest whilst being constructive. Carrots and sticks both feature. If performance targets have been missed, bonus is not earned, it isn’t paid. If there are extenuating circumstances as to why the target is missed, the leader finds another way to reward and acknowledge the effort, short of paying the full amount. Rewards (or non payment of) are not used to punish!!

Because leaders understand the ten Ls of leadership, leaders understand that it is their primary duty to find ways to get their people to get out of bed every day, to come to work, with a spring in their step, to give their best.

People don’t get out of bed because of a compelling desire to enhance shareholder value, or to deliver the organisations three paragraph mission statement.

People get out of bed, and go to work every day, even in the most mundane or routine of jobs, because of their self esteem, for their salary, to be with friends etc, or because of the person they work for. People give their best whilst at work for people, because they do not want to let them down.

Leaders have power, mostly because they have the organisational authority. They understand that power should be used judiciously, because excesses or mis-uses usually are counter productive. In the end, leaders lead effectively only with the willing consent of the team.

Leaders are visible and understand how to earn respect and motivate individuals. They know that to be one of the ‘team’ is to become too close (familiarity breeds contempt), and yet to be remote may bring the accusation of being aloof.

Finally, leadership is about winning both the hearts and minds. By adopting some of the above points, if not all, leaders have a better chance of succeeding.