Follow this link and check out what he has to say Harvard Business Review blog
Wednesday, 23 May 2012
Boringness: The Secret to Great Leadership
After spending time with a range of leaders for his new book, Man Made: A Stupid Quest for Masculinity, Joel Stein writer of a humour column for the Time magazine learned that his vision of what makes a good leader was all wrong. To his surprise, the best of them tended to be quiet listeners who let other people make most of the decisions.
Follow this link and check out what he has to say Harvard Business Review blog
Follow this link and check out what he has to say Harvard Business Review blog
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Joel Stein in his article has captured a vision of a 'true' leader in Captain Smith but just as different leaders use different styles (or as Goleman suggests leaders have different leadership styles they can use depending on each situation - just as a pro golfer has a variety of golf clubs from which he can select depending on the demands of the shot) different employees respond in different ways to certain leadership styles. This also depends on the demands of the situation. When a critical decision had to be made with urgency there isn't always the time to consider the consensus of the group (indeed it is recognised that soemtimes 'group think' can take over a whole department). Therefore while Capt Smith had the humility that some great leaders portray he may not have had the charisma that other leaders inspire their team with. We can all think of various leadership styles that we have either used ourselves or have experienced throughout our lives but I believe the next step is to think aboout the reactions evoked by their particular style. EQ (Emotional Intelligence) theory would indicate that we firstly need to know and understand our own emotions before we can influence others - this surely is the starting point for us all in our leadership journey as even the most sophisticated Sat Nav system needs to establish the starting co ordinates before calculating the route to lead us to our destination.
ReplyDeleteIt is only lately that I would have disagreed with the précis to the book. I always thought you had to brash, fast, sharp, to be a leader. But on thinking on people around me who I respect and also like. Now I am seeing, being quiet, listening, observing from the background can be powerful in application. The term, "boring" is almost exclusively seen as weak, but it is the context in the use of the word being applied to a quiet, studious person, that needs to be taken into consideration. Therefore the title is a clever twist on the presumed use of the word. Boring, a strange trait to want.
ReplyDeleteThis piece resonates somewhat with my leadership style.Some swot analysis feedback elected to feedback such as 'do not shout enough about what you achieve','need to shout more about what you do' and so on.Now 'shouting' is meant in the context of letting influential others know what it is I do to further my career,but on reflection the recognition that colleagues give me by suggesting I do achieve tasks can also satisfy me that I do lead them through tasks to achieve our goals.Lisa Petrilli discusses 'thanking your team' on her 'Leadership How to blog',that is fundamentally more important to me than 'shouting' about what I do.Through affiliative,democratic and coaching leadership styles I need to convey my style more to my peers,I need to open up.
ReplyDeleteHowever not dismiss the fact that my networking skills need to improve to become a better leader.As outlined by Hunter & Ibarra in an HBR Article from 2007 -'how leaders create and use networks',"networking is an essential activity for an ambitious manager."
I accept though that I possibly get a lot of things achieved through others willingly and well without making too much noise about it.
Just found this quote in Adairs Book, The Lexicon of Leadership. Its from a Chinese stateman of the 6th Century called LAO-TZU. I tink it ties in with this topic? He wrote;
ReplyDeleteA Leader is best when people barely know he exists
Not so good when people obey and acclaim him.
Worst when they despise him.
Fail to honour people and they fail to honour you.
But of a good leader who talks little when his work is done
His aim fulfilled they will all say
"We did this ourselves"
This fits in with some of the theories I am studying for my assignment e.g. Collins talks about level 5 leaders being in the background showing humility, barely known to those outside the organisation.
Before starting this module, would not of believed this, now I am not so sure but will explore when completing my assignment.....
loved the chinese proverb well done Stevie. the blogs are becoming highly reflective well done everyone.
ReplyDeleteA competent leader has the right combination of behaviour, knowledge and skills and recognises the need for flexibility in their leadership style. Situational leadership notes that there is no one right leadership style. Effective communication enables leaders to be good listeners and also enables them to convey their vision to their target audience. I believe the audience can grow with the right interpersonal skills. Within my organisation I would not describe our CEO as having a quiet demeanor but she certainly has a softer, more personal side to her and uses it often. She is challenging, yet not confrontational and always keep for staff to solve the problem rather than she be the solver. She believes in and is commited to the organisations purpose and vision.
ReplyDeleteI arrive as a late comer to blogging (this is a first!), probably due to a lack of confidence in "putting myself out there". Is that not the opposite of what is required to be an effective leader? Whether loud and brash,- someone charismatic such as Churchill, or like Captain Smith, soft, consistent, and focused, an effective leader must believe in himself and his vision. Abraham Zaleznik states in "Managers and Leaders, are they different?", a "leader ..... adopts personal, active attitudes towards goals". Steely determination not to waver from the vision is required. I suspect some may wonder how Capt Smith kept calm when suddenly the alarm went off for a call out to the unknown, or an army Captain when the team come under unexpected attack. A good leader will have steely determination to reach the pre-determined, clearly articulated goal. (The manager is the one who should be implimenting it). Drucker identified the problem of Charismatic Leadership as being "too much I and not enough we", and Sir John Harvey-Jones reflected "Leadership is a priceless gift which you have to earn from the people who work with you and you have constantly to earn that right". So perhaps being a leader is not about being either loud and brash like a Baseball player, or softly spoken like Captain Smith, it is about being constant, having integrity, most of all being what you believe, and being yourself. At times people may not like it, but they will respect you and go along with you. Having the right people around a leader in the first place asking "what do we stand for and why do we exist" (Collins; Built to last 2000) will ensure that this vision of core values and enduring purpose is constant.
ReplyDelete