Where are you a leader?

Do you put your 'leader jacket' on before you leave home?
Maybe you become a leader when you walk in the front door of the building where you work.

Perhaps you wait until one of the team seeks your help.

No. If you choose to be a leader, you’re a leader – all the time.

When you understand that leadership is a set of behaviors, leadership is the way you walk through life.

Wherever you are, you’re a leader.

And it’s not hard.

How hard is it to live your values all the time, wherever you are? If honesty is a value at work, you’’re not going to pack the hotel bathrobe into your suitcase as you’re packing to leave the hotel (By the way, that’s a crime.)

How hard is it to do what you say you will do - to your children, your parents, your best friend and of course your partner?

How hard is it to share with others your belief of a future that’s better for all of us?

How hard is it to always be looking for better ways to do things, to make life better for you and of course those around you.

How hard is it to encourage others to be better than they thought they were, to enable them, so they show themselves and others what they are really capable of.

How hard is it to recognizing others for the good things that they do? That might even be a positive comment to the checkout operator in the supermarket, about what they’ve just done for you. Or someone in a customer service situation going beyond what they might normally do, just for you.

There are opportunities for most of us many times a day to tell others how well they are doing.

You are a leader and everything that you do every day is a reflection of your leadership.
It’s not just when you’re sitting in the corner office - with the door always open -.it’s also when you make your team feel proud about their achievements.

Once you decide to be a leader, you’re a leader.

Your vulnerability, and your authenticity, your relationships with others, even your purpose in life is with you. That’s what leadership does for you: you take it with you wherever you go.

And as a leader, you leave a positive impact on those you interact with… those you are leading.

Even in the shortest interaction.

“Well, I report to my boss. So I guess that’s who I’m responsible to.“

Well, that’s the answer from my manager and indeed the extension of that is that you are responsible to your manager.

The question is “You’re a leader…”

Let’s use the analogy of a ship’s captain.
And for this example, let’s just consider that he has received indications of a significant storm due in the next few hours.

The captain is involved in making critical decisions that impact directly on the safety of the crew and of course the passengers.

In this case these are his first responsibility.
Then, of course, he has responsibility to the owners of the ship that he is captaining

.
And each crew member has responsibility for their fellow crew and the safety and well-being of the passengers.

In every other context in which all leaders are working together, at different levels, they are responsible, vertically, up and down.

They are responsible to the next leader up the line.

And they are responsible to each person they are leading, or who sees them as a leader.

Is there a conflict here? How can I be responsible to the person ‘above’ as well all the direct reports ?

And who takes priority?

It’s a little bit like the six-year-old boy who said to his father “I can’t get the balance right “.

His father asked “what do you mean, the balance, what balance?”

The boy replied “Well, when I’m with you, I love you. But when I’m with mum, I love her.“ (True story.)

As the exemplary leader is going to be living his values, his Integrity will guide him to make sure that there is no compromise in his relationship with the team or his manager.

And if there is an issue which is directed at him from his manager, which might relates to his team members, his responsibility is to listen to his manager, and we’re practical and reasonable, to defend and protect his team members.
If a directive from his manager he’s not able to be changed and he’s going to impact negatively on his team, the leader will convey this news with honesty, authenticity, and of course empathy.

But as far as possible, in all ways, the leader will be showing support, guidance, empowerment, and of course appreciation to the team members.

After all, that’s who he - or she - is responsible for.

Leaders, face challenges, quite often daily.

The book - regarded one of the top 5 leadership books of all time - written by Jim Kouzes and Barry Posner is, after all, called The Leadership Challenge.

Change can come unexpectedly.
It can wear unexpected guises.
It can begin in a heartbeat - and set the heart racing.

Those who manage change, effectively are nimble, adaptive and welcome the positive aspect of every change.

A key leadership attribute here is understanding the importance of intentional acting rather than just firefighting.

In The Leadership Challenge, The Five Practices provide a clear, even immutable pathway to guide change to a positive outcome. When leaders follow this and the team members know the support they always get, there are few resisters to the change.

The framework of The Five Practices ensures there are few, if any, casualties along the way.
Always, when there is a clearly articulated, shared vision of the future, and the leader reminds them of the future and the journey they’re all on together, change is embraced and challenges overcome, as mere potholes on the road forward.

And of course, when the leader and all team members, who know that they, too, are leaders, actively Challenge the Process, almost as a mantra, to find a better way, to learn from mistakes, to share the learning when dealing with change and challenges, change is welcomed as an opportunity and they rigorously overcome challenges.

It’s as if the leader and the team have become the ‘teflon team’ and are further strengthened with each challenge.

100 Episodes - That’s a Lot of Leadership

100 episodes – that’s a significant milestone.

The three of us are proud of this achievement as we continue to celebrate the globally recognized leadership development program: The Leadership Challenge.

This week, unlike the previous 99 episodes, which are always a conversation between us, we each make our individual contribution.
Firstly, a brief background of the leadership challenge.

Then Fiby reminds us of The Five Practices of Exemplary Leadership. These Practices underpin the entire program and 40 years of ongoing workplace research continues to confirm their place as fundamental for exemplary leaders world-wide.

Each of us then highlight the three episodes which had the most individual impact.

Leadership does make a difference.
* Leaders inspire.
* Leaders drive performance
* Leadership is at the core of engagement.

Three memorable conversations highlighted by three of us - nine powerful episodes.

Of course, all episodes had impact.
And we’re planning the next 100.

And to finish our 100th, we talk about how we can help you and your organization through leadership workshops and coaching.

We’re most grateful for all our viewers and listeners. Without you it would have been… lonely. Thank you !

The leadership journey continues.

We would love to have you with us all the way to the next 100.

Do You Trust YOUR Leader ?

“Trust him ? Depends what day of the week it is.”
“Depends what he wants me to do for him. “

Does he trust you?

“Same answers. ”

The term ‘engagement’ is often used as the measure of behavioral commitment in teams - highly engaged equals highly productive.

Their number of factors individuals behaviors that combined to make a measurement or assessment of engagement.

Trust between members of the team and the leader is a critical element.

Leadership is a relationship and the glue in any relationship, being in the workplace or outside is trust.

In The Leadership Challenge by Jim Kouzes and Barry Posner, Jim Kouzes says : Trust trumps everything.

The term “He’s got my back” or variations on that, I somewhat cliché, but in reality it means trust is embedded in the relationship.

And when trust is in place, there are no shades of trust. “I know I can trust him. “is regarded as absolute.

When a leader says, “I’ve asked this staff member to complete this important task and I know he’ll do it well and on time” there is no questioning that this won’t be achieved.
Even if the word isn’t used, the belief that “I trust him” is implicit.

Performance moves to another level when all the relationships in a team built on trust trust.

Engagement is strengthened with all team members knowing that with trust comes support if it’s needed.

Of course, trust is built by actions and the response to those actions which occur over period of time.

Brake trust – and you’re done. Second chances don’t come easily.

Repairing bruised or broken trust is never easy - “I’m sorry, I didn’t mean it” doesn’t cut it.
Sometimes trust can never be regained. Even though it is built by a series of often small actions, once broken those small trust building reactions have lost their credibility.

And of course, trust goes both ways.

When this exists, all team members will likely know that potential outcomes for the team have a multiplier effect, in terms of results.
Everyone knows that what they individually do to build and validate the trust, provides them with an environment where they are supported totally.

In The Five Practices of Exemplary Leaders in The Leadership Challenge, each Practice helps build or reinforce trust.

Two examples: in Model the Way leaders ‘live their values.’ What trust can I have in you if you don’t live your values, say, of integrity, of honesty, of teamwork. It is called Model the Way - the FIRST Practice - for a reason.

The Third Practice - Enable Others to Act - how will you feel if I, as your leader, give you an opportunity to perform in an area which you thought was challenging, beyond you even. You will likely feel not only does my manager believe I can do this, but he trusts me to achieve the outcome.

Maybe trust isn’t the glue in the relationship: let’s call it the ‘Super Glue’.

We’ve all experienced some form of conflict in the workplace.

We know that not all conflict is negative. Conflict is simply the coming together of divergent viewpoints where those involved ideally express their points of view openly. In this process, it can lead to a greater understanding of that different point of view and even an acceptance of validity of the ideas being expressed.

This is healthy. And usually each side of the discussion, retains respect for the other.

But there can be a much more serious conflict which can arise when dealing with another department or indeed, an external organization.

A million dollar contract could be in jeopardy. .

Seeking shelter from the impending storm, diverting all incoming phone calls to a phone you know won’t be answered and even hiding under the desk will only antagonize the person who’s leading the conflict from the other side.

Remember, “leadership is a relationship.”?

And yes, you are a leader.

And what about the person who’s leading your team or your division? He, or she, understands the importance of the relationship that they have with all those they are leading.

Once you realize that you have a potential conflict brewing that could have significant consequences for the organization, not only the team, it’s time for you to engage the relationship you have with your leader.

Trust, honesty, openness are key attributes, which should’ve been built between you and your leader.

Imagine that you are the one approached regarding a significant, and developing, conflict. Depending on the complexity, and even the seriousness of the conflict, here is an opportunity for you to gather all the team, explain what you understand of the conflict.
Then, with their input, write the key elements of the conflict on your favorite flip chart.

As the exemplary leader that you are, you will know that there is a good chance that you don’t have the solution, but that when you enable each of your team members to express their views, to contribute their input into what might otherwise have been a complex situation, amazing things can happen.

As the exemplary leader that you are, you will know that you don’t have all the answers.

Now it’s time to initiate the conversation with “the other party“.

So what has the leader really done? He or she has facilitated a discussion with the team, underpinned by the values of integrity, honesty, openness. We call this, of course Model The Way. (The Leadership Challenge - First Practice of Exemplary Leadership.)

The leader has also encouraged the team and individuals in the team to challenge conventional thinking about the issue at the core of the conflict. This is The Third Practice.

And throughout the discussion, the leader is reminding them of his belief that they most likely have the answers. The Fourth Practice - Encourage the Heart.

Conflict solved -.by the team.

When we use the word power – in the context of interpersonal relationships – we often assume that one party is exerting power, and some sort of control over others.

In the workplace environment, we could assume that managers exert power over team members.

This is clear in the directive relationship that managers believe is the best way to get things done.

In simple terms, this may be the old description of “my way or the highway.”

It’s also embedded in the ‘fear and power’ style of leadership.

Behind the implied or even exerted power is retribution or consequences for not doing what was directed to do.

This form of power is insidious. It is, for some employees, the norm and their behavior responds accordingly.

Leadership behavior builds power antithetically. The power from exemplary leaders comes from the positive actions and behaviors he or she shows.

By living their values daily and consistently, trust becomes a binding factor in their relationships.

When the leader regularly talks about their shared vision, the team members know that what they do contributes to the realization that.

Managers - and especially micromanaging strategies - disempower.

Leaders empower.

This might seem analogous but when a leader ‘gives his power away’, when he or she empowers others, power is returned.

How so?

When the leader enables, when he passes on his confidence in the team member, typically the team member WANTS to do his or her best. The motivation to get the best result not only feeds their satisfaction at ‘a job well done’ but feeds the expectation that other opportunities will be given.

So the leader has power in his relationship with his direct reports.

We could call this ‘positive power’.

There are several leadership myths.

One of them is 'leadership is hard'.
Another that it is tired to the position or rank that you have.

But the one above all, that still exists today is that you have to be born to be a leader.

You have to be born to be an accountant, school teacher, mechanic and even cryptocurrency billionaire.

In my workshop, I will say to participants that I’m yet to hear of the midwife or OB/GYN, when they deliver a baby, exclaim “Well, it looks like we’ve got one here, that’s the third leader this week. Yup, he’s a leader.”

Jim Kouzes has said, loud and clear - since the first edition of The Leadership Challenge - we are all born. If you want to be a leader, that’s your choice.

Leadership is learned.

The best leaders learn every day.

Leadership behaviors have little to do with the manager who makes micromanaging an art form.

It has little to do with the managing director who controls by fear.

Simple, learned behaviors which build relationships, which shows the leader is true to his values every day.
A leader doesn’t need a uniform with gold or silver braiding to genuinely and in a way that has real - relatable - impact to recognize the good work of the individual and the entire team.

He or she doesn’t need to have an office three or four times larger than anyone else in the organization to say a simple “Thank you”.

Authentic leaders make mistakes, they ask their direct reports “what can we learn from that ? And then “This is what I learned ….”

They regularly ask : “How can we do it better?” And surprisingly they ALLOW everyone in the team to perform better than they believed they could.

Hang on, if they were born to be a leader, how could they carry all these behaviors on their DNA until a switch is engaged when they become an adult and with rank, or an important sounding title.

Instant leader!

No. Leadership is an aspiration.
You want to be a leader ? Congratulations, your journey has now begun.

So please, can we finally knock that myth on the head?