BUILDING A LEADERSHIP CULTURE
PART ONE:
ORIGINS
Leaders change the world. They define history. They are a curse and a blessing but why do they exist? Origins examines the evolution of 'being in charge', reviews the reasons for the greatest discovery of all and the need for 'one team' to face adversity.
It is a sometimes unpalatable truth; that all life on our blue planet is predicated upon death. Plants die for wildebeest. Fish die for crocodiles. Everything dies for humans. Life is a paradox. Finding the safe route between risk and need, reflected in our lives and stories.
This daily race also drives business organisations as well, but ironically, in reverse. Business is a competition for consumption by others. We survive by looking tasty enough to be eaten by those predators who consume, or might consume, what we provide.
The greatest discovery of all is that we are stronger together. Sharing risk minimises our individual exposure. We have developed from isolated cells to organisms with the capacity to communicate, to co-exist and to co-ordinate.
This collaboration has created as many problems as it has solved. We know we are stronger in teams, sometimes complex teams with very intricate supply-chain relationships. We also know that the price of belonging can mean the death of individuality.
'Car engines are complicated' said Dr Iain McGilchrist 'Road traffic is complex'. As we evolve our organisations into incredibly complex journeys, we have to accept that we cannot control everything and learn to trust others to do their part.
This acceptance of risk is known as Mission Command in the military. The devolution of decision-making to those closest to the issues. Success or failure depends on the organisation's ability to bring the hierarchy in line behind that decision.
LANGUAGE
It's not just using the same words, it is agreeing the same meaning. Effective communication depends on common ground. Why is there a leader? What do they do? Do they understand the role? Do they know where they are going and how they get there?
Function
Without an objective you have no need for a team. Without a team you have no use for a leader. It is important to understand the relationship of the leader to the team. Looking from outside we get a weak understanding of the relationship.
Teams are made up of the relevant skills to achieve the game plan. Each member of the team has complimentary skills and different priorities. The function of the leader is to prioritise the next steps for the team. It is the function not the person that matters.
Intention
Two indisputable truths: 'If you accept an objective, you are a leader'; 'If you accept an objective, you will be judged'. Leadership can be isolating and undermine your self-esteem. If you do not want to or find it hard to be that person, step away.
Leaders accept they provide the energy and the will until the team catches up. There is more shame in accepting and failing the team through lack of ability or excessive ambition than declining and remaining a great team player.
Objectives
As the great Ray Wilshire used to say at Cranfield, 'Marketing is a journey, not an adventure'. Everything you decide as the leader for your team hinges on your destination. Your team part may look small but it is a necessary step in a bigger picture.
Your destination gives you the context for all your decisions as a leader. Without this objective, nothing hangs together. But be prepared to challenge your objective to clarify your thinking and firm up your confidence in your planning.
LEADERSHIP
Leadership is situational; the requirements vary depending on what business you're in. Perfection can lead you astray, pushing your team or supplier for 100% may be a distraction. There are some qualities that are universal and should be practised by all leaders.
Triage
When it comes to achieving their team's objectives there are three things that every successful leader does. If you feel you are not as good as you could be, check these out. They are only three mission-critical things every leader must do to succeed.
Your function is to prioritise, to make the final binding decision. The second thing is to delegate; share the tasks, creating experience for your team and economy of effort. Lastly, Coach. Be there for your people; when they ask, you support.
Character
If you 'Do' the above you have a very good chance of achieving or finishing close to your objective. However, peddling furiously below the water can result in you misusing your team. How you engage your team is a very important experience for them.
Even if you are grumpy and difficult, the first thing they need you to be is consistent. The second and for many the most desirable, is to exercise good judgement, both with people and in decision-making. Finally, when you win, the team wins. Humility in victory.
Resolve
There are times when nothing works but sheer will power - yours. Every team looks to their leader for inspiration and energy. The game may be long, it may be frightening and it could be divisive. Frightened, tired and uncertain people give up too soon.
In a long game you have to bring your energy, not just to yourself but to your team as well. It is the price of leading. Secondly, you have to place your objective and your people above yourself, courageously and ethically. Finally, never underestimate the power of high morale.