leaders

Who is your compass?

Posted on by neiljmorrison

The UK news was awash last week with contestants for media villain of the week – almost as if there was a competition to outdo one another. And without commenting on any of the specific stories or individuals, the question that came to mind when reading each of the stories was, “who let you get there?”

My genuine belief is that most people aren’t inherently bad, whether in the world of work, politics or sport. In the same way that I believe that most people come to work to do a good job, I don’t think that is any different for those in leadership positions in their respective fields. It is convenient for the media to portray it differently and it often suits the public zeitgeist to have someone to blame. But it strikes me that often the issue is more that people have lost their way, rather than intentionally set out on a particular course.

So why does this happen? Well it might not be the only factor, but there is no doubt that the failure to surround ourselves with people who are willing to speak up when they think we are heading off course and our willingness to listen to them plays a significant contribution. There is a weird dynamic that arises as a result of organisational power, where those around think that their success and progress is based on their ability to tell those in power what they think they want to hear. We all remember the story of the Emperor’s New Clothes from our childhood and probably laughed at the vanity, the pride and the ultimate stupidity. In our adult lives, do we consider which character we best represent?

Everybody needs at least one compass, the person that holds them true to who they are and what they are trying to achieve. We need someone who has little to lose, or is not afraid of losing what they have and is willing to hold up the mirror, to speak the unspoken truth and to bring us gently back onto course. Not in order to point out our failures, but to make us more successful. And we need to open our arms and our minds to those voices and trust that they want the best for us, no matter how hard the truth.

So my question is, who is your compass?

When leadership calls

Posted on by Blog

Throughout our careers, there will occasions when we are asked, more than ever, to demonstrate our worth as leaders. Whether through a change, a significant challenge, or indeed a crisis. Any of us that manage people will be asked to step up, to step into the light and to do the thing that we talk and theorise about so often. To lead.

In these circumstances, great leaders put their own concerns aside. They may be worried, concerned or unhappy, but they understand that their role requires them to put this aside. They are there in the service of their people.

They understand that they need to be calm and reassure, that it is only normal that in uncertain times people worry and they look to those in positions of authority to tell them it will be ok. They don’t rush around creating drama, no matter what they may feel inside.

Great leaders understand the importance of simple, clear communications and the need to repeat it more than ever. When we are worried, stressed or concerned we can find it hard to take in multiple complex measures, simple and clear messages make it easier for us to digest and process.

They also know that it is important to play by the rules that they set. That it doesn’t matter how clear and simple the messages are, by contradicting them with behaviours we send out complex messages that confuse. Actions need to match and reinforce messages.

And they recognise the human at the heart of each decision, seeing the impact that each and every choice we make has on people, thinking about how it feels for them and being clear of the why as well as the what. Which means sometimes we can do the right thing and be unpopular.

Finally, great leaders know sometimes they get things wrong in the heat of battle and they are humble and recognise fault. People will forgive you for getting things wrong, they rarely do for denying it or apportioning blame.

When leadership calls, we need to show up as the best version of ourselves. Remain mindful of how we are feeling, what we are thinking and ultimately why we are there. Every day is a chance to practice, sometimes you’re called on to perform.

Unpopular decisions can be right

Posted on by Blog

Leadership isn’t a democratic art and frankly, nor should it be. There is a significant difference between listening, taking account of different opinions and decision by committee. Good leaders know when and how to differentiate between the two.

At the heart of this is my preferred definition of “to lead”, setting an example for others to follow. So much has been written about leadership and the art of listening that it is easy to forget that one of the core facets is acting first, being the one that others look to follow.

That’s why we in our organisational structures we often recognise leaders differently, whether that is in monetary reward or otherwise. The weight and responsibility of true leadership should fall heavy and with that comes the need to understand a multitude of data sets and views, but to be the one  to choose, to act, to decide…to lead.

In doing this we have to recognise that sometimes the choices and decisions we make will be unpopular. Our job is to embrace and not shy away from this fact, but to seek to explain and persuade those that we lead to follow us on this path. Our responsibility is to be the ones brave enough to step out of the line and plot a different path.

 

 

We get the leaders we deserve

Posted on by Blog

Many, many years ago I was sat in a room with a CEO and a number of their employees, it was a “meet the ordinary people” type affair. There was a debate about the visibility and availability of the CEO in the various parts of the business, with one of the managers saying that she would like to see them spend more time out on the floor with her team.

It’s the kind of challenge that you hear pretty regularly raised towards leaders and leadership teams. What struck me, on this occasion, was the reply of the CEO.

They went on to explain that they’d very much like to do so. That they’d love to have the opportunity to get to speak to people and interact with them. But they found it really hard to just roll up out of the blue and just start talking and people never really invited them to anything that was going on to help them overcome this challenge.

You mean, CEOs have weaknesses? Well, of course they do. We all do and just because you’ve risen to a position of power doesn’t mean you’re perfect. In the kitchens and copier rooms across the country, we’re busy identifying and outlining the weaknesses of our management teams. We’re incredibly good at diagnosing and highlighting the shortcomings, but what are we doing to help them?

That’s their problem though, you’re not paid to make them better. Right? If you work in HR, I’d thoroughly dispute this but in fact I’d dispute it wherever you work. In many ways, you get the leaders you deserve.

Think about that meeting when you struggled with the P&L for the investment proposal. How would it have felt if someone from finance had come up to you afterwards and kindly offered to take you through the numbers to make sure you were up to speed? What about the time that you were struggling to get your point across in that important meeting? What if someone had asked you questions to help you break it down?

It doesn’t matter what level you are, what seniority you are, how much experience you have, you’re going to have areas of weakness and you’re most likely going to know about them. People pointing them out is often little help, being told what you already know never is. But having people around you quietly helping you to work on them and improve? That’s altogether a different matter.

So next time you want to have a moan about the way your manager, boss or CEO behaves, also ask yourself what you could do to help them cover off that area and be better. You might be surprised by the result you get from them, and maybe also how you feel about yourself and your work.