The Leadership Coaching Blog

Whilst scanning an article on this legendary industrialist and business leader I noted the leadership principles on which he based his success.  These were:

1. Lead by example - never ask people to do something you wouldn’t do yourself
2. Trust and stand up for your people
3. Always admit when you make a mistake
4. Push credit down the line and blame up the line to lift self belief in the organisation
5. Integrity is more important than popularity
6. Be consistent and you will gain popularity
7. Manage change and keep people’s hearts and minds involved
8. Never fail to make a decision
9. Keep changing - change is risk, but the biggest risk is not to change at all

Not a bad list for all leaders to keep in mind!

I had a major cull of magazines waiting to be read yesterday, and tore part of a page from a CIPD magazine - a box detailing what it means to be an authentic leader - which struck a chord.

Unfortunately, I didn’t keep a record of the article it belonged to, so can’t attribute it to anyone!

• Authentic Leaders do what they say - and practise what they preach.  Nothing betrays aspiring leaders as much as trying to persuade others to do things that they would never do themselves.  But an ability to do what you say is not enough on its own.
• Authentic Leadership also involves an element of coherence.   In other words, despite the need to play different roles at different times for different audiences, authentic leaders display a ‘real self’ that holds these separate performances together.
• Authentic leadership involves a kind of comfort with self, which is often hard to attain.  To be a more effective leader, you must be skilled at ‘being yourself.’

I couldn’t have said it better myself!

I found this piece on a site while surfing - I think it’s from a Success magazine interview with Colin Powell at the end of 2005.  Powell’s 12 Leadership tips are taken from the article “Leadership – From the battlefields to the boardroom: Colin powell explains how to be a leader worth following.”  It makes interesting reading.

1. Never be afraid to make people mad -  Good leadership involves responsibility to the welfare of the group.  Some decisions you make may upset certain individuals; this is inevitable. Trying to be nice to everybody will only invite mediocrity and compromise your goals as leader.
2. The day the soldiers stop bringing their problems is the day you have stopped leading them - Make yourself accessible and available.  Too often, asking for help is seen as a sign of weakness, which leads to cover-ups and poor performance.  Show your concern for the people below you.
3. Don’t be buffaloed by experts and elites - Always question what the experts say if you don’t understand.  Don’t assume that they know more than you, and certainly don’t be cowed into accepting something that you don’t fully understand.
4. Don’t be afraid to challenge the pros, even in their own backyard - Learn from the pros; seek them out as mentors and partners.   But if you don’t agree with what they’re saying, let them know.  Reputations shouldn’t be a hindrance to progress.
5. Never neglect the details. When everyone’s mind is distracted, the leader must be doubly vigilant.   All the ideas and visions in the world are worthless if they can’t be implemented rapidly and efficiently.  Good leaders delegate and empower others liberally, but they pay attention to
   the details every day.
6. You don’t know what you can get away with until you try - Don’t wait for permission—just get things done.  If you ask too many people, one of them will say no. So don’t ask.
7. Keep looking below surface appearances - Don’t assume that today’s realities will continue tomorrow in a tidy, linear, and predictable fashion.  Take steps to solve problems as—or, if possible, before—they emerge.
8. Only by attracting the best people will you accomplish great deeds - Surround yourself with the brightest and the best. It will make the difference between organization and  achievement.
9. Never let your ego get so close to your position that when your position goes, your ego goes with it - Change is stifled by people who cling to their turf.  Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and new  responsibilities.
10. Perpetual optimism is a force multiplier - Leaders who cast blame or whine engender those same behaviours among their staff.  Have an attitude that says, ‘We can change things here, we can achieve our goals, we can be the best.’
11. Have fun in your command. Take leave when you’ve earned it.  Spend time with your family - Finding the right balance is essential; a happy home life means greater productivity in the workplace.
12. Command is lonely - The buck stops here.  The essence of leadership is the willingness to make the tough decisions.  Prepare to be lonely.

Being a “people” person is a prerequisite to being an exceptional leader.

Leaders who “like” people, are genuinely interested in individuals and teams, and find it easy to build relationships with people at all levels and in all situations, will always shine.

They are the ones people are drawn to, that they will talk to; the ones they will follow because they feel
respected as individuals and enthusiastic about where you’re leading them.

How you feel about and around people shows, in your conversations and in your actions; people pick up on this and respond accordingly.

If your belief and self esteem are high, then you’re likely to have a greater belief in the potential of everyone, which can be a great motivator for teams and individuals.

I’ve just rediscovered a short piece summarising the presentation given by Robin Sieger, Success Strategist, at the CIPD (Chartered Institute of Personnal & Development) Scottish conference in the past year.

He talked of influencing not being just a matter of words and actions, but about how you make people feel.

He challenged delegates to think about one of their school teachers and remember what they said or did….

I’ve just done this and my History teacher immediately sprang to mind - I can’t really remember her actual words or specific actions, but what I did capture so well was her presence.

She was always extrememly animated and passionate about her subject and the pupils she was teaching, and certainly succeeded in making me feel totally involved in the life and times of the people we were studying.

She made history alive, real and highly relevant to me.  She captivated my interest and made me feel connected, important, special, even privileged.

What a great lesson that is to the way we should think about ‘winning friends and influencing people’ for those of us in leadership positions; whether we’re parents, managers or leaders of a social group.  The way we influence best is by making the other person feel special, good, happy, enthused or inspired.

So, maybe we shouldn’t be focusing so much on what we want to say or do, bur rather on how we want people to feel.  That way we might have a much better chance of success!

Another interesting article I discovered whilst browsing…..

If you can say “yes” to all of the following nineteen statements, you are a leader of others in the ways they want and need for you to be. However, you would only be a second tier leader. If you can say that you are helping others to be able to say “yes” to all of these statements, then you are the best possible leader of others that there can be.

A Leadership Manifesto…….

1. I am striving to think better thoughts about myself, my work and other people.
2. I am looking for ways to exceed my previous “best” at work and at home.
3. I am searching for ways to make my work and home environments supportive and encouraging.
4. I am expressing appreciation to my co-workers, employees and family every day.
5. I am seeking ways to think more efficiently and accurately.
6. I am looking to identify beliefs I have that sap my energy and desire to move forward.
7. I am focusing on what’s going right with me and with others at home and at work.
8. I am celebrating my successes and the successes of others on a regular basis.
9. I am learning the causes for our successes.
10. I am keeping my objectives and my organization’s objectives clearly in view at all times.
11. I am helping clarify for myself and others the benefits of achieving our objectives.
12. I am searching for creative ways to move closer to our common objectives.
13. I am looking for reasons to say “Yes”rather than “No”.
14. I am asking specific questions of myself and others to help us gauge how effectively we are moving forward toward our objectives.
15. I am asking specific questions of myself and others to help us focus on the positive.
16. I am allowing structured time for myself and others to think and to record our thoughts and ideas.
17. I am willingly sharing what I know with others.
18. I believe that I am at my best (and can move beyond my best) when I help others do — and exceed — their best.
19. I am asking my co-workers on a daily basis, “How can I help you do your best work today?”

Article Source: http://ezinearticles.com/?expert=Kenneth_Wallace

If you want to make a difference, whether it’s in the world generally, in your country, your community, your company, or even just in your family – start with yourself – make some changes and put your own house in order.

It’s only by taking care of things close at hand; doing the small things that will make a difference on a personal level - whether its in relation to your job, your finances, relationships, health or wellbeing - only then can you impact positively on those around you and ultimately on humanity.

Remember, if you ‘think globally, then act locally’ – you’ll be in a much better position to actually make a difference!

Exceptional Leaders know that there is a time to give direction and tell people what to do, and a time to ask great questions. 

If you want your people to take responsibility for their jobs, their behaviours and their actions, then you need to involve, motivate, encourage and support them to do this. 

One of the best ways of doing all these things is to ask questions – instead of giving advice or telling them what to do, ask:

• ‘What do you want to do?’ 
• ‘What do you think should happen next?’ 
• ‘What will you do?’ 
• ‘How will you make sure it works/succeeds?’

When you ask open questions (as above), rather than closed questions (requiring a yes or no, or one word answer), you allow your people to think for themselves and take responsibility. 

Be a coaching leader – ask great questions.

The next time you catch yourself whinging, whining or complaining, remember you’re not in charge of your life when you do this, you’re relinquishing responsibility and control; you’re allowing yourself to be a victim. 

Take charge and take responsibility for the things in your life and your work that you don’t like or that are no longer working.

Remember that you influence what happens to you and how you view it, so start looking inside yourself for answers instead of blaming others and your circumstances; and start taking actions that’ll get you the circumstances you want!

There are some tell tale signs  that you need help.  You can try to adapt your behaviour yourself, seek help from your staff or colleagues, ask HR or your manager for support and development, hire a coach, or enrol on one of my Leadership programmes. 

1.    No one can get a date in your diary for months

2.    You cannot remember the last time you met a customer

3.    You don’t understand half the jargon in the management report

4.    All your goals are short term

5.    You over manage your staff

6.    You have stopped speaking out at meetings

7.    You feel liable to be challenged by anyone about anything at any time

8.    You feel overwhelmed with information

9.    Everyone can always predict how you will react

10. You cannot delegate and have no successor identified