The Who, What and Why of Leadership

The Who, What and Why of Leadership

Leadership has evolved from the military models of centuries ago to contemporary theories of scientific management, situational leadership, servant leadership and other widely discussed styles.

The primary principles of effective leadership nonetheless remain consistent. Without effective leadership skills, no one will follow you.

Here’s a look at some traditional leadership theories, based on the key questions journalists ask to uncover a story: who, what, when, where, why and how.

1.      Who is a leader? The image of a tall man in a dark suit, impeccably groomed, comes to mind. He is authoritative, with a firm handshake, warm smile and steady gaze. For a long time, leaders were sought for their physical traits: height, gender, heritage, education and speaking style. This approach proved to be based on false assumptions, but such prejudices still exist in the C-suites. Today, it’s called executive presence. The criteria have changed (somewhat), but people are still influenced by looks.

2.      How do leaders act? Leadership has been defined by behavioral style. There are six distinct leadership styles, according to Daniel Goleman, Richard E. Boyatzis and Annie McKee, authors of Primal Leadership: Realizing the Power of Emotional Intelligence:

  • Directive: Immediate compliance. Giving orders, or telling someone what to do.
  • Visionary: Providing long-term direction and vision for employees. Inspiring action through personal and professional vision.
  • Affiliative: Creating harmony among employees and between the manager and employees. Fostering a harmonious environment.
  • Participative: Building commitment among employees and generating new ideas. Collaborating to achieve a goal.
  • Pace-setting: Accomplishing tasks to high standards of excellence. Setting high standards that challenge the team to keep up.
  • Coaching: Long-term professional development of employees. Determining how to help people address their strengths and challenges. Creating a development plan to help them achieve their potential.

In general, these styles define a leader by how he or she behaves. Do you “take charge” or “take care”? Leaders exhibit a preferred style, but the effective ones can be both soft and hard; they’re flexible in switching between managing tasks and caring about people.

3.      When and where do leaders focus on the person or task? This question relates to situational leadership. The appropriate leadership style depends on understanding situational context and specifics.

4.      What do leaders know and do? What are the key leadership competencies? What core body of knowledge, skills and values define successful leaders? In this leadership model, the focus is on both the situation and the business strategy.

5.      Why does leadership matter? Some leadership theorists have shifted away from competencies to focus on results. Leadership is about getting the right results in the right way. Leaders need to achieve a balanced scorecard of employee, customer, investor and organizational results to provide sustainable results.
Perhaps this has reminded you of MBA courses and leadership workshops you’ve sat through, or business books that have claimed to have the secret to unlock leadership magic. It’s tempting to buy into yet again another fad-du-jour.

But if you want to seriously improve your leadership abilities, you can’t read a book and simply start to apply new skills. Leadership is more about relationships and character. That can’t be developed on your own.  One of the most effective ways to grow your leadership abilities is with an executive coach.

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Leaders Develop Others and Themselves

Leaders Develop Others and Themselves

All leaders who want to be effective should function well as a strategist (shape the future), an executor (get things done), a talent manager (bring out the best in people), and as a human capitol developer (prepare for the next generation). And, as a foundation for these roles, an effective leader must excel at their own personal proficiency (they must invest in their own learning and development in order to lead others well).

In a previous post jbhunt.net I reviewed Rule 1: Shape the future and Rule 2: Make things happen. Here are rules 3, 4, and 5.

Rule 3: Engage today’s talent. As a talent manager, you’re in charge of optimizing teams’ performance. You must answer the question, “Who goes with us on our business journey?” You need to know how to identify, build and engage talent for immediate results. How can you bring out the best in people? Do you know which skills are required and where to find talent in your organization? How can you best develop and engage people, guaranteeing that they turn in their best efforts? When you excel at talent management, you generate personal, professional and organizational loyalty. Talent thrives when you provide nurturing and developmental opportunities.

Rule 4: Build the next generation. As a human-capital developer, you’ll need to plan for the next generation. You must answer the question, “Who stays and sustains the organization for the next generation?” Just as talent managers ensure shorter-term results through people, human-capital developers make sure the organization has the longer-term competencies and people required for future strategic success. This rule requires you to think in terms of building a workforce plan focused on future talent, developing that talent and helping employees envision their future careers within the company. You cannot overlook the fact that the organization will outlive any single individual.

Rule 5: Invest in yourself. Leaders must model what they want others to master. Leading others ultimately begins with yourself. You cannot expect to influence followers unless you invest time and energy on your personal proficiency, individual strengths, self-awareness, and emotional and social intelligence. If you’re not working with a mentor or executive coach , you’re missing out on one of the most effective ways to build your strengths and talents.

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5 Golden Rules of Leadership

5 Golden Rules of Leadership

I’ve been reading The Leadership Code: 5 Rules to Lead By, (Harvard Business Press, 2011) Dave Ulrich, Norm Smallwood and Kate Sweetman. I like this book for many reasons, but especially because the authors do a good job of synthesizing leadership theories into a concise framework. Having a framework of the five major leadership functions makes it easier to tackle the job of getting better at leading people effectively.

All leaders have to function well as a strategist (shape the future), an executor (get things done), a talent manager (bring out the best in people), and as a human capitol developer (prepare for the next generation). As a foundation for these roles, an effective leader must excel at their own personal proficiency (they must invest in their own learning and development in order to lead others well). Here is a summary of the ideas, put in the form of five “golden” rules:

Rule 1: Shape the future. As a strategist, you must answer the question “Where are we going?” for the people you lead. You not only envision the future, but help create it. You need to figure out where the organization must go to succeed, while pragmatically testing ideas against current resources and capabilities. Work with others to figure out how to move from the present to the desired future.

How informed are you about future trends, both inside and outside your field? How much time and attention do you allocate to future planning? How will you inspire your people with vision, purpose, mission and strategies?

Rule 2: Make things happen. As executors, leaders focus on the question, “How can we ensure we’ll reach our goals?” You must translate strategy into action. You’ll need to transform plans for change into measurable results by assigning accountability, knowing which decisions to manage and which to delegate, and ensuring that teams work together effectively.

This means keeping promises to multiple stakeholders. It also means ensuring that systems are in place for others to perform with the support and resources they need. Discipline is required. How can you help your people create their own high-performance results? Do you know when to step in or, conversely, step back?

I’m saving Rules 3-5 for my next post, but I’d love to hear from you about these two rules. Are you a person who focuses on the future, or who tries to become more forward-thinking? How adept are you at getting things done? Both areas are certainly important to being an effective leader and both can be improved by working with an executive coach.

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A Framework for Leadership

A Framework for Leadership

Are leaders born or made? I could argue for both positions. In the work I do, I’ve seen some naturally gifted leaders, and some who’ve simply worked hard and grown into excellence.

The real issue is that all leaders can improve. Whether you’re a seasoned executive or a high-potential team member, you can boost your performance in five crucial leadership areas. I’ve seen this happen. I’ve been working with high potential people who’ve made some amazing improvements through executive coaching.

More than half a million business books deal with leadership acumen, but studying the most respected experts’ ideas reveals a consensus on the foremost functions required for effectiveness.

In The Leadership Code: 5 Rules to Lead By, (Harvard Business Press, 2011) Dave Ulrich, Norm Smallwood and Kate Sweetman have synthesized current thinking on leadership and developed a framework that blends idealism with realism. They’ve distilled leadership into five core roles, regardless of one’s industry or business environment:

1. Strategist—Leaders shape the future.

2. Executor—Leaders make things happen.

3. Talent manager—Leaders engage today’s talent.

4. Human-capital developer—Leaders build the next generation.

5. Personal proficiency—Leaders invest in their own development.

Having a framework for the most essential leadership skills will help you avoid quick fixes and business-book fads. While the scope of leadership may seem overwhelming, these five golden rules provide much-needed focus.

Leaders must excel in many areas: innovative strategies, long-term customer relationships, quality execution, high-performing teams and accountability. They need to manage people, communicate well, engage and inspire others, exercise keen judgment and decision-making, excel at emotional intelligence and demonstrate ethical integrity. It’s easy to get lost if you pursue the wrong priorities.

With a clear and concise framework that covers the entire leadership landscape, you can concentrate on how to become more effective and determine the best ways to develop talent. The Leadership Code offers five pivotal rules that lay out how the game is played. Knowing them enables you to modify your behavior and ultimately succeed.

There’s no doubt that people can grow and develop their leadership talent. But what’s needed is focused, deliberate practice on the things that count, that really contribute to a leader being effective. These five areas pinpoint the most essential things to concentrate on.

What do you think about these concepts? Do they encapsulate all of the areas required for a leader to be effective? I’d love to hear from you, leave a comment.

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Focus on the Future: Be a Forward-Looking Leader

Focus on the Future:
Be a Forward-Looking Leader

What single quality differentiates high-potential leaders from ordinary contributors in an organization?

It’s their ability to be forward-looking and focus on the future. To become a better leader or distinguish yourself as someone primed for promotion, you’ll want to develop your capacity to envision the future.

Focusing on the future sets leaders apart. The capacity to imagine and articulate exciting future possibilities is a defining competency — perhaps one of the most important ones, next to integrity and resourcefulness.

In The Leadership Code (Harvard School of Business Press), Dave Ulrich, Norm Smallwood and Kate Sweetman reviewed leadership theory and distilled leadership competencies into five overarching roles:

  • Strategist— Leaders shape the future.
  • Executor— Leaders make things happen.
  • Talent manager— Leaders engage today’s talent.
  • Human capital developer— Leaders build the next generation.
  • Personal proficiency— Leaders invest in their own development.

While leadership has evolved over time, these five areas of focus have remained constant as key functions of effective leaders, across all industries. Leaders must be able to answer the question, “Where are we going?”

We look to our leaders to envision a future, figure out where the organization must go to succeed, evaluate ideas for pragmatism and determine if they fit the company’s core mission. Leaders focus on how people, money, resources and organizational capabilities will work together to move from the present to a desired future.

To become a strategist, your thinking must be future-oriented. You’ll need to become intensely curious about trends, both inside and outside your organization’s field. You’ll need a systematic way of staying informed and tracking changes. This requires you to engage everyone in the organization and collect new ideas from various sources. Invite everyone to participate in creating a better future.

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Goals are dreams with deadlines. It’s goal time for 2012.

Goals are dreams with deadlines. It’s goal time for 2012.

THINK ABOUT YOUR favorite athlete or super achiever. Do you think that he or she became successful without first setting up a target and then taking aim? Not likely. Without a target, your fulfillment is left to chance.

What’s the difference between someone who wins and someone to came in second or even last place? It’s rarely a genetic advantage. It’s the simple fact that someone was willing to do what others were not willing to.

Striving for and attaining goals makes life meaningful. People who have no goals feel emotionally, socially, spiritually, physically, and professionally unbalanced. This can only cause anxiety. People who have goals are respected by their peers; they are taken seriously. Achievements come from awareness, which starts with evaluating your strengths and weaknesses in light of your current situation. You then expand your beliefs (assumptions) to accept more goals for yourself.

This leads you to establish plans and expand your actions to eventually achieve your goals.  After an achievement, you reevaluate yourself and find that each new feather in your cap makes you feel capable of accomplishing more and more. Your beliefs (assumptions) then expand, making more goals possible.

The effect gains momentum and snowballs. In this way, greatness is achieved by small stepping stones. A fulfilling life is dynamic, not static. The fact is if we’re not growing, were dying. This is true professionally and in all the personal aspect of your life. Choose wisely!

Rules of Goal Setting

Most people, when asked, “What are your goals in life?” say something like, “To be happy, healthy, and have plenty of money.” On the surface these goals seem fine. However, if you think about goals in terms of leading to actions, they don’t qualify. These types of goals don’t have the key ingredients necessary to make them effective, workable goals.

 Your goal must be personal. This means your goals must be uttered with sincerity. A goal must be some-thing you want to do rather than something you think you should do.

 Your goal must be positive. Take the following test: Don’t think about green elephants! You can’t do it; that’s why an image of a green elephant immediately pops into your mind. It’s an automatic response to think of the thing you’re told not to think about. This is because the mind cannot refuse to think of something when instructed to do so. We tend to focus on ideas and actions from a positive frame-work. When you think a negative thought such as, ”I will not smoke today,” your mind automatically ends up thinking more about smoking than if you had phrased it differently. “I will breathe only clean air today” is a statement which serves the same pur-pose and is more effective.

Your goal must be written. Writing a goal down has effects which are a bit difficult to explain. It does, nonetheless, prove effective. Written goals take a jump in status from being nebulous thoughts. When things are “put in writing” they become official in our minds. A written goal strengthens our commitment to accomplish it.

 Your goal must be specific. If you set your goal by saying “I will increase my sales next year,” chances are you won’t do it. You need to be specific to avoid the lack of commitment which comes with being vague.

A more workable and motivating goal would be, “I will increase my sales next year by 10 to 15 percent.” This revised statement defines the increase which you are striving for as well as the range of the desired increase.

Your goal must be a challenge. A goal must motivate you to work harder than you have in the past. It must move you forward. Set your goals just beyond your reach so that you’ll have to stretch a bit.

 Your goal must be realistic.

Everything is relative to time and space. What is unrealistic today may be totally within reason five years from now. How do we define realistic? For our purposes, the best definition must come from you and your values. You must ask yourself, “What price am I willing to pay to accomplish this goal?” You should always weigh the payoffs and the sacrifices involved before coming to a conclusion.

Goal Action Plan

Now that you know the rules for setting goals, you can apply them to the goals you set for yourself. What follows is a goal action plan that can be applied to each of the seven facets of your life: mental, physical, professional, financial, spiritual, family and social.

Define your goal. Your first task is to determine whether your goal meets all six requirements of the rules listed above. If it does, then write it as clearly as possible at the top of the worksheet.

Examine obstacles that stand in your way. This is a time to guard against negative assumptions and other self-defeating thoughts. Remember the definition of realistic. An obstacle blocks you only if you let it.

What’s in it for me? Why do you want to achieve the goal? What kind of payoff is motivating you?

Plan your action. You need to carefully list the steps you will take will bring you closer to your goal. The smaller the increments, the easier they will be to accomplish.

Project a target date for your goal. State your deadline range, such as “between March 15 and April 1.” Think carefully about the amount of time you need. Too little time will increase the pressure and frustrate you. Too much time may reduce your drive.

Know how you’ll measure your success. Goals should be described in terms of the final outcome of an activity rather than as the activity. This is part of being specific. Instead of saying, “I will be running more in four to six months,” you could say, “I’ll be running three miles instead of two miles in four to six months.”

Create a worksheet to suit your needs. The important thing is to create a goal sheet, fill it out completely and to keep it visible for each of your key goals in each of the seven facets of your life. Put them in a place where you will see them every day. Check off items as you complete them. Use them to chart your progress and take pride in your accomplishments.

A sample worksheet is below:

Goals & Commitment Worksheet – 2012

Name: _____________________________    Date:  ______________________

Execution

“We are what we repeatedly do. Excellence, therefore, is not an act but a habit.”                                                                                       -Aristotle, ancient Greek philosopher

Accountability

“Obstacles are those frightful things you see when you take your eyes off your goal.”                                                                              -Henry Ford, founder of Ford Motor Company

Responsibility

“It’s not your salary that makes you rich, it’s your spending habits.”                                                                                                        -Charles A. Jaffe, author and columnist

Personal Development

“Education is what survives when what has been learned has been forgotten.”                                                                                 -B. F. Skinner, psychologist, inventor and author

Self Improvement Goals

What are my goals?

When will I begin?

What challenges will I face?

How will I overcome these challenges?

How will I check my progress towards these goals?

Professional Goals

What are my goals?

When will I begin?

What challenges will I face?

How will I overcome these challenges?

How will I check my progress towards these goals?

Health Goals

What are my goals?

When will I begin?

What challenges will I face?

How will I overcome these challenges?

How will I check my progress towards these goals?

Financial Goals

What are my goals?

When will I begin?

What challenges will I face?

How will I overcome these challenges?

How will I check my progress towards these goals?

Community Goals

What are my goals?

When will I begin?

What challenges will I face?

How will I overcome these challenges?

How will I check my progress towards these goals?

Spiritual Goals

What are my goals?

When will I begin?

What challenges will I face?

How will I overcome these challenges?

How will I check my progress towards these goals?

 

 

 

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Developing Your Wisdom

Developing Your Wisdom

Psychologist and author Richard R. Kilburg presents questions for improving leadership wisdom that can be reviewed in coaching sessions (Executive Wisdom: Coaching and the Emergence of Virtuous Leaders, APA, 2006).

1. Take a moment to relax, then ask yourself the following questions:
a. What is the stupidest thing you have ever done as a person or as a professional?
b. If you are a leader in an organization, what is the stupidest decision or action you have ever taken?
c. What made the decision or action stupid? When and how did you know it was stupid? What criteria did you use to judge its merits?

2. Now, ask yourself,
a. What is the wisest thing you have ever done as a person or as a professional?
b. If you are a leader in an organization, what is the wisest decision or action you have ever taken?
c. What made the decision or action wise? When and how did you know it was wise? What criteria did you use to judge its merits?

3. Can you develop any internal sense of how you created, accessed, and used a sense of rightness in the situations in which you believe you acted wisely as opposed to stupidly? If so, jot down and reflect on what you think and feel went into the emergence of that sense of rightness.

4. Take a few minutes to talk to someone out loud about what you have explored or, if you are reluctant to share it with another person, dictate some notes into a tape recorder and then listen to yourself afterward. The experience of giving voice to inner work can often provide additional insight and learning.

Discussing these issues with your executive coach will help you develop a powerful link to leading with wisdom. In fact, I suggest that doing these steps on your own won’t be as effective as they could be when you use coaching sessions to explore your thoughts with a trusted advisor.

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8 Pillars of Wisdom

8 Pillars of Wisdom

In Stephen S. Hall’s book, Wisdom: from Philosophy to Neuroscience (Vintage 2011), the author breaks the concept of wisdom into its most salient cognitive and emotional components which he calls the “neural pillars of wisdom,” in order to understand the science behind each. The book is recommended for better understanding the “science of wisdom” and its philosophical and psychological roots.

1. Emotional regulation
2. Knowing what’s important: values and judgment
3. Moral reasoning
4. Compassion
5. Humility
6. Patience
7. Altruism
8. Dealing with uncertainty and complexity

Business Intelligence

According to Tom Davenport, professor of information technology at Babson College in Massachusetts, “Business intelligence is the systematic use of information about your business to understand, report on and predict different aspects of performance.”

Davenport argues that sage leadership is the most important factor in cultivating this organizational thought process, citing as examples Jeff Bezos of Amazon.com, Inc., Gary Loveman of Harrah’s Entertainments, Inc., and Reed Hastings of Netflix, Inc.

Warren Buffet, the investor, is known for his financial wisdom built upon a foundation of expert accounting knowledge. However, his true brilliance stems from a deep understanding of people and human nature.

What about Mark Zuckerberg of Facebook, would you consider him to be a wise business leader? Think about it: who are the wisest business leaders of all time? Who would you nominate?

Here’s an interesting article worth reading, published in CNN Money in 2003, written by Jim Collins, The 10 Greatest CEOs of All Time: What these extraordinary leaders can teach today’s troubled executives.

Social Intelligence

A less appreciated aspect of corporate skill is social wisdom. Often termed “human relations,” understanding and incorporating the diversity of “people factors” into business decisions is usually undervalued. So much of our physical and psychic energy is depleted by conflicts, stress, and competitive interpersonal tensions in business.

We know this, yet we continue to measure business success by the usual marketplace yardsticks of sales, profits, dividends and other bottom line results. We forget the other issues, such as job satisfaction, quality of workplace, sense of personal fulfillment, and innovative and creative opportunities.

What if we exercised executive wisdom by focusing on maximizing the potentials of both the organization and its employees? How would that impact leadership decisions? How many companies have floundered by focusing on the numbers while ignoring their people?

Business Compassion

Is compassion compatible with good business? Recent studies suggest that those businesses that maintain a right-minded and socially aware focus develop strong and healthy bottom lines. One study compared financial results of companies with higher commitments to charitable giving and found they were more profitable.

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Wisdom in Action

Wisdom in Action

Prudent decision-making lies at the heart of wisdom but it’s not the whole story. In order to make a smart decision, a wise leader must draw upon intellectual, emotional, and social comprehension.

Over many executive coaching sessions with my clients, we discuss what goes into wise thinking. Here’s a partial list of some of the things people describe as important. To make wise decisions, one must:

• Gather information
• Discern reality from artifice
• Evaluate and edit the accumulating knowledge
• Listen with both heart and mind
• Consider what is morally right
• Weigh what is socially just
• Consider others as much as self
• Think about the here and now
• Consider future impact

In times of crisis, however, wisdom sometimes demands the paradoxical decision to resist action or judgment.

“Some of the wisest and most devout men have lived avoiding all noticeable actions.” ~ Michel de Montaigne, French philosopher

There are no workbooks that, if you buy and read them, will turn you into an outstanding leader. Reading about wisdom will certainly open your mind to many possibilities, but to read about it without taking action is a fruitless endeavor.

When called upon in any challenging situation, no matter how trivial, if you slow down long enough to ask yourself the question, “What would be the wisest thing to do?” you will already be moving closer to making a more appropriate and apt decision.

The question allows you to slow down the sense of urgency long enough to consider other people, other issues, and future implications. Instead of reaching for immediate solutions to take away the burning problem, you have an opportunity to consider future needs down the road.
The Contradictions of Wisdom
What are the elements that comprise wisdom? Here are recurrent themes and common qualities:
• Humility
• Patience
• Clear-eyed, dispassionate view of human nature
• Emotional resilience
• Ability to cope with adversity
• A philosophical acknowledgment of ambiguity
• Recognizing the limitations of knowledge

And here’s where it gets challenging. Action is important, as well as inaction, at times.

Compassion is central to wisdom, but so is emotional detachment. Knowledge is crucial, but often wisdom deals with uncertainty.

These inherent contradictions are embedded in any definition of wisdom. In fact, they are the essence of what makes wisdom so critical to leaders.

What else would you include as an important element of wisdom?

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Finding Wisdom at Work

Finding Wisdom at Work

Fortunately, every time we think about wisdom and make an effort to pause and contemplate a potential role for true leadership in whatever we are about to say or do, we move a step closer to achieving it. But unfortunately, many leaders don’t take time to consider the larger issues when short term profits are at stake.

Whenever I’m working with a coaching client, [link] we discuss some of the ways they think wisdom comes into play for them. While individual answers vary, most people find decision-making to be most challenging.

Wisdom in the workplace typically implies two distinct areas of wise behavior:

1. The wisdom of decision-making.
a. Knowing what information to use in decision-making.
b. Creating a culture of knowledge in order to acquire that information in a timely fashion.
c. Assessing it in both short- and long-term frameworks.

2. Reaping the financial rewards that come with shrewd financial choices.

In many cases, business wisdom involves plain hard work, coupled with intelligence in several domains: knowledge, social intelligence, emotional regulation, compassion and concern for the common good.

Wisdom is more an ideal aspiration than a state of mind or a pattern of behavior that we customarily employ. The mere act of thinking about wisdom nudges us closer to it.
When you encounter a problem or dilemma, if you ask yourself, “What would be the wisest thing to do here?” you increase your chances of making a judicious choice.

Yet it’s rarely that simple. How do we make complex, complicated decisions and choices in the face of uncertainty and ambiguity? What makes some of these decisions so clearly sound that we intuitively recognize them as a moment of human wisdom?

Ultimately, without an understanding of the elements that comprise wisdom, it eludes us. In what ways do you have an opportunity to use wisdom in your work? I’d love to hear from you.

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