Facilitating a workshop yesterday my participants helped me make some powerful connections. Many organisations identify the importance of collaboration and innovation to their culture and the necessary behaviours for their business. Through conversations to explore conflict we came to realise yesterday that to truly bring individuals together within a team and an organisation where they are prepared to engage honestly and share their needs, emotions and concerns so we create true collaboration and ignite innovation then CONFLICT IS ESSENTIAL. Without conflict you cannot possibly have collaboration and innovation. And it is interesting to recognise that those same organisations who look to create collaboration and innovation do not overtly welcome and seek conflict. Therefore you have to question whether they truly do have collaboration and innovation.
We also came to realise yesterday that many teams think they are collaborating but really they are compromising - mostly because we do not encourage the conflict, we do not make it clear that we need it - and that it is only by unleashing this conflict that we can throw away the concept of my way and your way and create a new way - "our way" - which is true collaboration. The underlying mindset of many people is that someone has to win and someone has to lose - and this is not the mindset people need to collaborate.
So to all courageous leaders out there or to those who aspire to be more courageous in the way they lead - then get out there with your people and encourage conflict. And know that it is the way you resolve it that is critical to the long term sustainability of collaboration and innovation.
Friday, September 25, 2009
Monday, September 21, 2009
Courageous leaders trust
Courageous leaders must trust - themselves, the process they set up and the other people around them - working with them in a work team or living with them as members of a family. Trust is a foundation value of a courageous leader. Without trust I do not believe you are courageous.
Firstly you need to trust in yourself - to do the right thing and stay true to the kind of leader you really want to be. This is true of you as a leader in all the roles you play in life - a parent, a sister, a wife, a daughter and all the other roles you undertake in life.
Trusting in the process set up and agreed is critical. This shows you believe in the other people to follow the process and produce the results. This can be very challenging and I have probably learnt the most about this concept by being the mother of a teenage daughter.
Lastly there is the trust you need to have in other people if you want them to work with passion and you want to unleash their true potential. Some of us have a natural propensity to trust and others of us are more skeptical and critical. No matter our natural propensity - trust in others is the true expression of your foundation value as a courageous leader.
Firstly you need to trust in yourself - to do the right thing and stay true to the kind of leader you really want to be. This is true of you as a leader in all the roles you play in life - a parent, a sister, a wife, a daughter and all the other roles you undertake in life.
Trusting in the process set up and agreed is critical. This shows you believe in the other people to follow the process and produce the results. This can be very challenging and I have probably learnt the most about this concept by being the mother of a teenage daughter.
Lastly there is the trust you need to have in other people if you want them to work with passion and you want to unleash their true potential. Some of us have a natural propensity to trust and others of us are more skeptical and critical. No matter our natural propensity - trust in others is the true expression of your foundation value as a courageous leader.
Wednesday, September 16, 2009
Courageous leaders make the time to observe
A potential client has asked me to provide insight into what kind of programme I can deliver to enhance their managers capability to give feedback. While summarising what I can deliver it got me thinking again about the importance of observation skills.
It is impossible to truly give feedback unless you gather evidence to populate your feedback conversation - and like the good auditor I was when I first started my career I continue to appreciate the importance of evidence. I know that to give feedback I need to observe and gather evidence that covers the basic CAVE principle I used when.auditing financial reports for organisations. The evidence needs to be COMPLETE, ACCURATE, VALID AND actually EXIST.
In my experience far too many managers give feedback based on hearsay, judgement and even 'gut instinct' and they end up "labeling" the person to whom they are giving feedback. For example they might tell them they are a poor listener or they might tell them they are a great listener - either way it is nothing more than a label they can wear across their forehead.
Feedback must provide specific information about the behaviours the person used and the impact these behaviours had on you (as the giver of the feedback) and then it is up to the person receiving the feedback to decide if this was a good impact or not.
Courageous leaders make the time to observe so they can gather evidence and then they gather the courage to share the feedback in a constructive conversation.
It is impossible to truly give feedback unless you gather evidence to populate your feedback conversation - and like the good auditor I was when I first started my career I continue to appreciate the importance of evidence. I know that to give feedback I need to observe and gather evidence that covers the basic CAVE principle I used when.auditing financial reports for organisations. The evidence needs to be COMPLETE, ACCURATE, VALID AND actually EXIST.
In my experience far too many managers give feedback based on hearsay, judgement and even 'gut instinct' and they end up "labeling" the person to whom they are giving feedback. For example they might tell them they are a poor listener or they might tell them they are a great listener - either way it is nothing more than a label they can wear across their forehead.
Feedback must provide specific information about the behaviours the person used and the impact these behaviours had on you (as the giver of the feedback) and then it is up to the person receiving the feedback to decide if this was a good impact or not.
Courageous leaders make the time to observe so they can gather evidence and then they gather the courage to share the feedback in a constructive conversation.
Thursday, September 10, 2009
Courageous leaders get rid of the "shock jocks"!
I have been following with interest and intrigue to see what will happen to Kyle Sandilands - the "shock jock" from radio station 2Day FM - his moral fibre is sorely missing and his ego abounds but then again so do his ratings! So even though he is doing the "wrong thing" the radio station leadership have kept him on board and sensationalised his behaviour even further through very public suspensions - they then get loads of TV coverage, newspaper coverage and then put him back on the radio again because his ratings soar and of course advertising and sponsorship revenue escalates and everyone is happy!!!!
It reminds me of the many times that I as a business leader got told it was important to focus on people and that we were having a balanced scorecard approach to performance and ultimately personal rewards. And yet the "shock jocks" who treated people terribly and generated loads of revenue continued to be excused - because the business were too scared to lose them and their ability to generate the short term revenue even if it was at the expense of the people, the culture and the level of people engagement. Our top leadership team's need for strong business performance (bottom line) and personal reward (bonus payments) always outweighed the need to do the "right thing".
When are business leaders going to have the courage to do the right thing? Let's wait and see what they do about Kyle Sandilands - shock jock extraordinaire????? Keep him for the revenue or lose him because he has no moral fibre and is not doing the right thing!!!!!
It reminds me of the many times that I as a business leader got told it was important to focus on people and that we were having a balanced scorecard approach to performance and ultimately personal rewards. And yet the "shock jocks" who treated people terribly and generated loads of revenue continued to be excused - because the business were too scared to lose them and their ability to generate the short term revenue even if it was at the expense of the people, the culture and the level of people engagement. Our top leadership team's need for strong business performance (bottom line) and personal reward (bonus payments) always outweighed the need to do the "right thing".
When are business leaders going to have the courage to do the right thing? Let's wait and see what they do about Kyle Sandilands - shock jock extraordinaire????? Keep him for the revenue or lose him because he has no moral fibre and is not doing the right thing!!!!!
Wednesday, September 9, 2009
Courageous leaders thrive on challenging behaviour
We need more challenging behaviour in business. Courageous leaders must invite it and encourage it from the people surrounding them.
Many business leaders talk about constructive challenging and I think this is because we have reacted so badly to it in the past that we need to put a caveat on it - can only be constructive!
When you use Thesauraus to replace challenging it is interesting to see the long list of negative words that appear and only down the very bottom do we see any positive and constructive word replacements - at the top we find words like disloyal, disobedient, testing, demanding, tough, defiant and it is only near the bottom of the list that we find words like stimulating, energising and inspiring!
Courageous leaders embrace challenging behaviour and know it results in learning and being the best we can be; and coming with a "growth mindset" and not a fixed mindset as described by Carol Dweck in her book called Mindset: "People in growth mindset don't just seek challenge, they thrive on it."
I love the quote from Anita Roddick (Founding CEO of Body Shop): "I think the leadership of a company should encourage the next generation not just to follow, but to overtake."
Challenging behaviour is the enabler and a foundation skill of the Courageous Leader - both in using it and in responding to and interacting with it when used by others.
Challenging is most frequently exhibited in business conversations between emerging and existing leaders and results in:
Many business leaders talk about constructive challenging and I think this is because we have reacted so badly to it in the past that we need to put a caveat on it - can only be constructive!
When you use Thesauraus to replace challenging it is interesting to see the long list of negative words that appear and only down the very bottom do we see any positive and constructive word replacements - at the top we find words like disloyal, disobedient, testing, demanding, tough, defiant and it is only near the bottom of the list that we find words like stimulating, energising and inspiring!
Courageous leaders embrace challenging behaviour and know it results in learning and being the best we can be; and coming with a "growth mindset" and not a fixed mindset as described by Carol Dweck in her book called Mindset: "People in growth mindset don't just seek challenge, they thrive on it."
I love the quote from Anita Roddick (Founding CEO of Body Shop): "I think the leadership of a company should encourage the next generation not just to follow, but to overtake."
Challenging behaviour is the enabler and a foundation skill of the Courageous Leader - both in using it and in responding to and interacting with it when used by others.
Challenging is most frequently exhibited in business conversations between emerging and existing leaders and results in:
- existing habits being questioned
- current thinking being queried
- feedback being elicited
- feedback being given
- questions asked to seek furhter insights and information.
Tuesday, September 8, 2009
Courageous leaders use personal power
I have just had an amazing couple of days where conversations about the use of power by leaders have evolved! Last night I had the priviledge of presenting to a group of young and emerging leaders with a huge agenda of creating change within business. We explored the concept of exsiting leaders and emerging leaders and how they, as emerging leaders will need to influence change as they do not have positional power.
And although in many ways we are seeing change in how people lead within business - there is still the safe and steady fall back of positional power - and I am afraid my experience shows that this position is still alive and kicking.
It is important to see the links of positional power to ego; and we spoke at length about needing a new wave of leaders who influence the right action and yet do not feel the need to receive recognition to bolster their personal ego!
Personal power is enough for the courageous leader - it is knowing you are being the kind of leader you want to be and influencing business into the action you know is right - without the need for personal gratification and recognition - not easy - yes - and essential for the courageous leader!
And although in many ways we are seeing change in how people lead within business - there is still the safe and steady fall back of positional power - and I am afraid my experience shows that this position is still alive and kicking.
It is important to see the links of positional power to ego; and we spoke at length about needing a new wave of leaders who influence the right action and yet do not feel the need to receive recognition to bolster their personal ego!
Personal power is enough for the courageous leader - it is knowing you are being the kind of leader you want to be and influencing business into the action you know is right - without the need for personal gratification and recognition - not easy - yes - and essential for the courageous leader!
Monday, September 7, 2009
Courageous leaders take responsibility for delegated results
Last week my attention was drawn to the importance of taking responsibility for the delegation process. If people in business want to move from doing to managing and then to leading then delegating is the critical skill to enable this transition. And when you are in the doing mode it can be very challenging to make the time to have the conversation with the right content to enable another person to perform exceptionally - because that is what they will have to do to meet your high standards!
If the other person does not perform; before you point the finger of blame - point your thumb at them and then notice where your four fingers are pointing - right at you!!!! Then acknowledge what 3 or 4 things did you do to set this person up for failure or lack of performance. I did this just recently and acknowledged I had not invested the right amount of time in a delegating conversation. The other person told me I should get angry at them - and I said no, because I had not done my job to the best of my capability - so if anger was going anywhere it was towards me for not having a good delegating conversation. I had not been at my best as a leader.
Courageous leaders need to look at the time and thought they invest in their delegating conversations - do they set others up for high performance and success?
If the other person does not perform; before you point the finger of blame - point your thumb at them and then notice where your four fingers are pointing - right at you!!!! Then acknowledge what 3 or 4 things did you do to set this person up for failure or lack of performance. I did this just recently and acknowledged I had not invested the right amount of time in a delegating conversation. The other person told me I should get angry at them - and I said no, because I had not done my job to the best of my capability - so if anger was going anywhere it was towards me for not having a good delegating conversation. I had not been at my best as a leader.
Courageous leaders need to look at the time and thought they invest in their delegating conversations - do they set others up for high performance and success?
Saturday, September 5, 2009
Courageous leaders have purpose and meaning
Thinking about this over the last few days after spending time listening to a client present their new strategic direction to a room full of managers in the business. It has illuminated for me the importance of purpose and meaning if you want to be a courageous leader - it is not about staying in the safe place by developing a strategic direction where you want to be #1 in your market niche or maximise the return to your shareholders or other critical stakeholder group. Courageous leaders make sure the business brings purpose and meaning to everyone working in the business!
After the presentation I had one of the managers from the audience explain how he was concerned about "selling" this direction to the lowest level of people in his team - who have taken pay cuts, are working long hours and have been asked to take unpaid leave - all thanks to the GFC! And now he has to sell to them that they need to continue doing this as the business strives to maximise revenue, be #1 in their market niche and maximise returns to the shareholders - why would they want to get excited and what do they have to "believe" in? I think this is a critical question.......
If you are striving to be a Courageous Leader then it is imperative that you keep challenging the status quo and seek out the purpose that brings meaning to everyone in the business. And along the way as a leader you need to develop your OWN purpose and meaning!
The path of a courageous leader is not an easy one!
After the presentation I had one of the managers from the audience explain how he was concerned about "selling" this direction to the lowest level of people in his team - who have taken pay cuts, are working long hours and have been asked to take unpaid leave - all thanks to the GFC! And now he has to sell to them that they need to continue doing this as the business strives to maximise revenue, be #1 in their market niche and maximise returns to the shareholders - why would they want to get excited and what do they have to "believe" in? I think this is a critical question.......
If you are striving to be a Courageous Leader then it is imperative that you keep challenging the status quo and seek out the purpose that brings meaning to everyone in the business. And along the way as a leader you need to develop your OWN purpose and meaning!
The path of a courageous leader is not an easy one!
Friday, September 4, 2009
Courageous leaders acknowledged by AFR BOSS
I was thrilled to read in the August 2009 edition of AFR BOSS True Leaders 2009 that courage was denoted as one of the key attributes considered by the leadership discussion panel. The whole report is an interesting read and stacked with wonderful quotes like these:
"One of the key things I've observed between what I would consider to be the good leaders and the not-so-good leaders is the ability to recognise the changing circumstances that we're in; to really just tear up the old game plan and be prepared and be bold to shift it quickly - even in the face of maybe some embarrassment - to the new reality." Crispin Murray, BT Investment Management.
"{Obama} gave people confidence...the entire campaign was about dialogue, the need for people to sit down together and find a way forward." David Grant, Sydney University.
"Adaptability to changing circumstances and being prepared to be bold were traits common to many on {the} list."
We are looking for leaders with moral fibre, desire to engage with people in very real ways and actions with intent to create long term sustainability - we no longer tolerate the heroes riding in on their white horses to take over the top role in a company only to leave before their tenure with a very handsome payment and little accountability for the impact their decisions and actions have had on the long term sustainability of the company!
We are demanding Courageous Leaders and I for one am very excited!
"One of the key things I've observed between what I would consider to be the good leaders and the not-so-good leaders is the ability to recognise the changing circumstances that we're in; to really just tear up the old game plan and be prepared and be bold to shift it quickly - even in the face of maybe some embarrassment - to the new reality." Crispin Murray, BT Investment Management.
"{Obama} gave people confidence...the entire campaign was about dialogue, the need for people to sit down together and find a way forward." David Grant, Sydney University.
"Adaptability to changing circumstances and being prepared to be bold were traits common to many on {the} list."
We are looking for leaders with moral fibre, desire to engage with people in very real ways and actions with intent to create long term sustainability - we no longer tolerate the heroes riding in on their white horses to take over the top role in a company only to leave before their tenure with a very handsome payment and little accountability for the impact their decisions and actions have had on the long term sustainability of the company!
We are demanding Courageous Leaders and I for one am very excited!
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