I have had a busy few weeks delivering leadership training to talented and enthusiastic managers who are eager to lead their teams to do the right thing at the right time and in the right way. Most certainly, a great outcome to aim for as a leader.
For me, I feel there are three key leadership qualities that are consistently raised, when talking to others about effective leadership. And I say “key” as we know there are many other qualities too that are also present, but I thought it useful to explore these three particularly and why I feel they have such an impact on those we want to follow.
Determination
The “Leadership Challenge” as I have come to refer to it, is not easy. When chatting with my learners this week, they expressed that leading people is for them, ( and I think for many) uncertain, messy and subjective and it has the potential to lead to great stress and anxiety as a consequence. In fact, this is why many people shy away from leading others!
Organisations are complex, and dynamic and operate within an uncertain environment that is constantly changing which makes achieving consensus difficult. They also have to deal with risk from decisions as well as resistance due to their complexity, but it takes great determination for them not to give up when facing those obstacles along the way. It can seem easier (and tempting) just go along with what everyone else is doing because then there won’t be any waves made off us; however, this could mean missed opportunities down the line if they happen again later on…
We all face many risks in our day-to-day lives, but when we make decisions that carry great barrels of uncertainty and potential gain or loss – it takes determination to plough on.
But, great leaders know that growth and success are achieved by pushing through this discomfort and uncertainty. They will press ahead despite the inevitable nay-sayers and doubters. They will hold true to their values and beliefs, stick to the plan, and remain committed to their decisions.
Clearly, sometimes a change of direction is needed so humility is a valuable quality too, but that is one for another blog ?
Empathy
Empathy is defined by the Cambridge Dictionary as “the ability to share someone else’s feelings or experiences by imagining what it would be like to be in that person’s situation”. Bréne Brown stressed though that we should not imagine being in another person’s situation from our own perspective but from theirs.
Empathy is often talked about but seldom is the power of real empathy understood.
Empathy in leadership is the ability of a leader to put themselves in the shoes of others and understand what they are going through. It requires us to be able to relate to the emotions, worries, and concerns of those we lead. By being empathetic, leaders can better understand how their decisions will affect those who follow them and make decisions that offer greater support to their teams.
Empathy doesn’t mean that we have to agree with the other person’s perspective or opinion. What matters is that we are mindful and respectful of different perspectives, thoughts, feelings and expectations. In fact, whether we agree with the other person or not is largely irrelevant. What matters is that we are mindful and respectful of the fact the other person’s perspectives, thoughts and feelings and expectations can be different from ours.
Empathy, therefore, allows leaders to approach the management of others with much greater wisdom, understanding, patience and compassion. It allows connection at a much more human level. As a result, the way we interact and lead others is more likely to be positive and deliver the results needed. For a leader, it is also much more satisfying when you know others are willing to follow you!
Empathetic leadership also involves taking responsibility for mistakes made or wrong directions taken. By admitting fault when appropriate, leaders build trust with team members, by demonstrating that they are capable of self-correction and learning from experience. Additionally, having an open mind when considering new ideas or alternative approaches can help create an environment where creativity is encouraged and innovation can thrive. This form of leadership ultimately fosters a sense of loyalty among followers who appreciate feeling respected and heard within the organisation.
Accessibility
In one of our leadership sessions, I joked that an open-door policy involves far more than leaving your door open. An open door is no use if no one dares cross the threshold!
Being physically accessibile is important because it helps promote human connection that can be difficult to replicate virtually. But, being psychologically accessible is equally important. This means letting the other person know that you are a willing participant, fully present and concentrating on what they have to say. This can be achieved by active listening, asking meaningful questions, and displaying patience with understanding in your tone of voice – this signals interest as well as an ability to connect at a human level.
Honestly, who doesn’t appreciate being listened to, I mean really listened to. I often say, giving someone your undivided attention is the greatest gift you can offer them because it is so rare! Being there for them physically and emotionally builds trust, respect and a willingness to follow.
Another important reason for leaders to be visible is that it shows their team that they are engaged in their work. If a leader is constantly disappearing or avoiding contact with their team, then it sends a message that they don’t care about them or their work. On the other hand, if a leader is constantly present and engaged with their team, then this sends a message that the leader cares about them and wants to help them succeed.
I have found over the years that as things get more difficult in an organisation, those leading often become less visible and accessible. Ironically, they withdraw at the very time they needed to be visible and accessible the most to reassure, maintain positivity and morale, and to keep everyone heading in the same direction.
What can we take away from this?
Importantly, the results we get are not always caused or achieved by others. Great leaders create the conditions that allow teams and team members to achieve their full potential. They are a powerful influencer of success and failure and therefore must hold themselves accountable for their own approach.
Asking tough questions about our own performance as leaders is never easy. But, it is essential for growth and self-improvement and meeting our commitments to those that we want to follow.
Next steps?
If you want to develop your leadership skills and capabilities to support the growth and success of your organisation and find great satisfaction and enjoyment from your work, then come and talk to me. We are not born great leaders so everyone has the ability to be a great leader! It just takes an open mind and a willingness to learn.
To discuss your learning and development needs, email us at [email protected].