Four leadership domains
There are four things an employee (regardless of level) needs – not wants, needs – from their immediate team leader.
- A clear sense of direction – where are we heading? How will the business environment evolve? Where and how is technology going to change the business? What will tomorrow look, sound and feel like? What is our unique point of differentiation? Who is tomorrow's customer? The head.
- The discipline of delivery – a cadence, a rhythm, a regular and continuing pattern of behaviour where the agreed outcomes and feedback regarding those outcomes are always in sharp focus. It's about an organisation that, by way of design, is agile enough to support tomorrow's needed speed of delivery. In performance terms, it's the need for everyone on the team to know where they stand. The hand.
- To provide a learning environment – mentoring, coaching, stretch, building the team, a focus on learning how to learn. Currency in the job market. The heart.
- That the leader in question is someone who everyone on the team respects and trusts – consistent, authentic, affirming, displays humility, keeps people informed, is tough-minded when they need to be and, regardless of the circumstances, they listen, really listen. The spirit.
A consistent and compelling performance ethos, day-to-day focus, an engaged workforce, and a sense of belonging – all draw heavily on the four leadership domains outlined above.
Lack of leadership balance – behaviour skewed towards one of the above to the detriment of the others – and innovation and responsiveness become a lost cause. Meanwhile, failure to fully deliver against any one of these (four) leadership imperatives and for those you count on most, the grass will inevitably look greener elsewhere. Guaranteed!
To lead is to hire, promote and build for succession – at a level of excellence. Anything less is unacceptable. Nothing is more important. To be in a position of responsibility and lack mastery in hiring is to actively mismanage a critical business asset.
The head describes success in strategic terms.
The hand outlines what, specifically, needs to be achieved.
The heart captures the people management capability demanded.
The spirit is all about character. Character matters.
Talent acquisition, specifically, and talent management, generally, that fails to embrace all four leadership characteristics is a gateway to yet more recruitment.
It is obviously essential to be "customer-centric". But, what does that really mean?
The head implies being fully informed as to where the customer's business is heading. It's to understand the customer's emerging value proposition. It's to see opportunity through the customer's customer.
The hand means getting inside the customer's business processes, delivering on time and maintaining the highest level of quality.
The heart recognises that the buy-decision is based on emotion. Selling is not simply how well you get across what you do or even how well you do it – it's, ultimately, how you make the customer feel.
The spirit is found in truth, authenticity and living the organisation's values. Spirit comes to the fore in passion, perseverance and, when needed, patience. It is also about challenging those on the front-line to improve the processes that dictate how the work gets done – and do so every day, in every way.
The emerging culture
In shaping the emerging culture, leadership that draws on the head and the hand can be termed as "cultural drivers". Meanwhile, the heart and the spirit act like cultural anchors. If they are not present, in full measure, being who you have always been is the best that can be hoped for. Don't even think about implementing sweeping change (e.g., breakthrough technology) if the heart and the spirit are found wanting.
From our own research and the work of others, only one company in five "manage" their culture. Then again, the organisation's culture will change whether you want it to or not … if you are not attentive, in ways that are less than helpful.
So far so good, but even the leadership qualities outlined will likely not keep your high contributors on board should the right opportunity beckon. They need more … they need to be inspired. They need to believe that what we choose to call "work" is making the very best use of their time and ability. They need to be able to bridge the challenge they face today with what tomorrow's success will look and feel like.
This equates to leadership of an altogether higher order... Part 2 coming soon.
Insights from "Leadership: Moving Beyond The Crisis".
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