Are you destined to become a great leader?

It seems to me that as we look around politics and business life, there is a real dearth of great leadership.

What do I mean by great leadership? Let me clarify.

In my view a ‘great’ leader should not be confused with either a famous (or infamous) leader. Leaders can achieve notoriety for all the right, but also many of the wrong, reasons.  Leaders can achieve success through manipulation, threats, bullying and exclusion. To me, the truly great leader positively influences a group. They maximise human, financial and environmental capital, and then motivate those they lead to achieve great things.

A great leader does their job to the highest personal and ethical standards. In doing so, they gain the utmost respect from their peers and team, whether on the factory floor, running a scout troop or even leading a country.

Why do we need great leaders?

Great leaders are important to:

  •  Your team: The effectiveness of the majority is either positively or negatively impacted by their leaders. Research demonstrates that most people need, indeed want, to be led. Many have no desire to lead other people. That’s fine. But leaders of character will expect this broader group of people to lead themselves effectively, even if they (understandably) do not want to lead others. While there is some debate around whether a person would leave a job because of their leader, we know the experience of having a great leader and mentor in early years development, often stays with people throughout their entire career. And always remember that future great leaders may be members of your own team!
  • Your organisation: According to The Business Management Report, 2017: “Employees who are happy and feel in control are 57% more likely to be engaged and 53% more likely to be productive.” Failing to recognise that most people are not interested or courageous enough to step up and lead, is the single greatest mistake of the organisations that I have worked with over the last twenty years. Where they think about people at all, organisations still subscribe to the idea that, “people are our most valuable asset”. They’re not. Leaders of character are your organisation’s most valuable asset!

So, do you have what it takes?

It’s my assertion that anyone can be a great leader. Some may have more challenges to face along the way, but being a great leader is accessible to all.

But to be a great leader requires you to look deeply at your ‘self’.

If you aspire to lead at any level, you need to take time to analyse your current skill set, embrace fully the idea of being a leader and commit to continually developing your ‘self’ to become the best leader you can be.

What areas should you focus on?

In our book, Leader iD, David Pilbeam and I codified four years of research into five key human characteristics of highly developed leaders:

  • Discovery – You have a deep spirit and love of learning. You look for better ways of doing things, and shamelessly take ideas from one context and apply them to your own.
  • Determination – Leadership can be tough. You are going to need huge reserves of resilience, energy and courage to lead effectively when times are challenging – which they most certainly will be.
  • Perspective – Developmental psychology suggests that the more perspectives a person can hold indicates their levels of intellectual/emotional/cognitive/personal Challenge yourself to look at things from a different point of view.
  • Balance – Are you able to hold things in balance? Can you really challenge your team while also providing support? Can you manage speed and reflection? The need for both action and consideration?
  • Compassion – Your ability to be genuinely empathetic and supportive with those you lead.

Take action to become a great leader now

I believe that while we are all born with a range of abilities, the five characteristics above can be developed by anyone. But only if you build on your strengths, recognise and accept areas of improvement, and take time to work on those areas so they also become your strengths.

Practising your leadership is essential. Initially on yourself, then with your team. Work at leadership all the time. Reflect on success and failures. Why did you achieve the result you did? How could you have reached a different outcome. And don’t be afraid to ask for feedback, from peers, colleagues and your team.

In my experience, there are no shortcuts, to becoming a great leader. It is a lifelong commitment. But it is one that is within your grasp, if you’re prepared to focus on and develop your leadership ‘self’.

Dr Glenn P Wallis, Executive and Leadership Coach

This article first appeared on The Royal Society of Arts online blog 12 September 2018

Leader iD, written by David Pilbeam and Glenn Wallis is published by Pearson UK, Business Book of the Month in W H Smith Travel outlets August 2018 and is available to purchase at all good bookstores and online.

 

Coaching future leaders

The more the Glenn P Wallis team coach senior leaders, the more we believe that coaching should also be available at an earlier stage in a leader’s career, especially for those identified as ‘talent’ for future leadership roles.

These future leaders would often benefit from improved confidence, greater self-awareness, increased leadership skills and higher role engagement much earlier in their careers. They will then be able to ‘hit the ground running’ when promoted to more senior executive roles.

But organisations can be put off coaching large numbers of leaders because of cost.

Which is why we created Compact Coaching®

Compact Coaching® is an affordable proprietary high-quality, time-efficient coaching methodology. It is suited to middle and junior leaders within an organisation, delivered in large volumes and high frequency. It is also suited to managers in organisations undergoing business transformation or culture change. It is the new coaching method that embeds targeted change through a “little and often” approach.

Compact Coaching® is available to groups of 20 or more. Delivery can be tailored to specific needs but normally each participant has monthly twenty-minute individual coaching sessions via telephone or Skype (or equivalent) over the space of a year.

Is it really worth the investment?

In our experience, the organisation will benefit from leadership skills reaching and shaping a large-scale leadership tier. Other benefits include improved organisational alignment, increased leadership engagement and better business performance.

For example we delivered a blended leadership development programme for a UK bank that resulted in a Return on Investment of over 340%.

Click here for further information about Compact Coaching® or Contact us

©Glenn P Wallis Ltd

 

 

Coaching vs. Mentoring the C-Suite Executive’s Dilemma

There is a misconception that top senior executives and business leaders no longer require a leadership coach, rather an adviser (mentor) who has been in the role successfully in the past.

We, at Glenn P Wallis, believe that this is an assertion built on erroneous thinking. Each C-Suite Executive is very different to the next. It assumes that a mentor’s experience will be of more benefit at a different time and potentially in very different circumstances.

So that does beg the question – how many ex-C-Suite Executives are forward thinking qualified coaches with a commitment to CPD?

The areas of development that the C-Suite Executive requires, will determine the success of the support they receive. A former CEO may be a brilliant mentor, but would they know how to coach effectively? Would they possess the skillset to spot and explore such areas as:

  • faulty thinking
  • personal bias
  • self-limiting beliefs
  • values conflict
  • projection
  • transference
  • counter-transference?

It’s unlikely, unless they have sufficient development in the skills of coaching.

At Glenn P Wallis, it is our firm belief that highly advanced coaching skills, coupled with being a former CEO, would make for the best coaching solution. However, omit the former and you are left with high quality advice that may or may not be fit for purpose. Omit the latter, and what remains is high quality coaching.

In our experience, high quality coaching trumps high quality advice for long-term career success. Because as the old saying goes: give a person a fish and they can feed themselves for a day, or teach them to fish and they can feed themselves forever.

Glenn P Wallis

Coaching for Leaders and Executives

Click here for further information about Coaching for Leaders and Executives or Contact us

©Glenn P Wallis Ltd

3 ways leadership subtlety can improve your pace

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Senior leaders in today’s workplace are required to work quickly. Almost all the time. The expectation is that executives make often quite complex decisions, rapidly. Everyone has to iterate innovation at speed. Many senior leaders I am asked to work with are approaching exhaustion at the relentless pace of work. The challenge here is that the rate of change is not likely to slow down very much any time soon. So how can leaders learn to cope better in this lighting-fast environment? One way to achieve greater capability to work at this pace, is to develop leadership subtlety. In this post, we’ll explore what I mean by leadership subtlety; how it can improve your pace and how to develop the kind of nuance that the very best leaders demonstrate.

What is leadership subtlety?

For the purposes of this article, ‘leadership subtlety’ refers to leaders developing the capacity to respond to situations and to other people, in the widest range of ways. This flexibility of styles is a mark of mature leadership. Mature leadership is not a function of time in the role. There are plenty of examples of very new leaders who have the range of approaches available to them, that engages their team and ensures delivery of great performance. For the sake of balance, leaders who have been in post for a long time but lack the subtlety of leadership approach, are legion.
Leadership subtlety is the direct result of a developed leader. The human being that is the leader, has high levels of awareness, sophisticated worldviews that allow them to be comfortable with paradox, accept the views of others, even when (especially when) they do not accord with those of the leader. Leadership subtlety enables many views and truths to be held together.

What are the three ways leadership subtlety improves pace?

1. Leaders who display the sort of sophisticated thinking and action that we are talking about here, are more likely to focus on the job of leading because they don’t need to be operational. They are clear on their role. They avoid working at a level that is inappropriate to the job they have. This ‘role discipline’ provides greater impact and value across the organisation. Leaders focusing on leadership avoid getting wrapped up in the operational parts of their function. Not easy but vital.
2. Leadership subtlety is accessible to leaders who have a lower ego-need. Such leaders do not need to be the centre of attention, they encourage the ‘best people for the job’ to take control. Leaders who have lower ego needs tend to trust others more. Their ability to retain an idea of the ‘big picture’ allows them to remain more open to ideas and avoid the ‘my way or the highway’ trap so many leaders can fall into.
3. Linked to the previous point, a highly nuanced approach to leadership allows leaders to be more comfortable with glorious failures. Brave attempts that do not produce the desired results, are not an assault on the identity of the leader. Nor are such lacks of success a prompt for criticising the originators of the idea and plan. In such subtlety of leadership approach lies the germ of risk taking, innovation, rapid iteration, agile work. Why? Because people led by such leaders are not scared to make a decision, try something out or just crack on.

Develop yourself to develop your leadership

Developing your ‘Self’ as a human being enables you to live a more fulfilled life but also allows you to lead much more effectively. Your ability to align your actions to your values and your role, improves markedly. Encouraging the creativity and uniqueness of others, maximises the resources of those you lead. Remaining squarely in your leadership role supports high performance and confidence in others too. You working on you, will aid your ability to succeed as a leader in these fast-paced times.
Dr Glenn P Wallis is the Director of Wallis Partnership Ltd a specialised leadership consultancy. When your organisation is ready to make effective leadership a business imperative, you can contact us here we would be delighted to hear from you.

Stretch don’t snap

StretchHigh performers like to be stretched. Indeed they will push themselves, if you as their leader are not providing sufficient opportunity for them to learn, aim high and ultimately hit it out of the ball-park. There are several areas to be mindful of with these driven types however and it is to those ‘Red Flags’ that this post will now turn.

Coasting

If, as a leader, you fail to provide frequent chances for high performers to engage deeply in their work and to be challenged by it on an almost daily basis, they will get bored. That’s not a possibility, it’s a given. Where we are asked to work within our comfort-zone all the time, disengagement will naturally follow as sure as Q2 follows Q1. High performers live to learn and contribute in a way that has meaning for them. Sure, some may do it for reasons of ego or the accompanying reward but in my experience of working with hundreds of these high performers, most seem to do it for the reward that comes from the achievement itself, rather than just some extraneous recognition.

Burn-out

As a senior leader, when you look around your team and know that there is someone whom you trust deeply to deliver excellent work under often quite tight deadlines, the likelihood is that they become your ‘go-to’ person. Often. Usually, too often. Due to the fact that these high performers want the stretch and love the challenge, they are often not the best at saying ‘no’ to the extra workload you put their way. Before they (and you) know it, they can be overly relied upon and in deep danger of burn-out. That is the worst of outcomes for them and for you.

Lead differently
  1. Challenges for leaders when leading this kind of high performer are several, including your own ego and self-confidence, which may lead to you squashing the opportunities for this person in fear of the fact that they might out-shine you. My advice? Make your aim to be out-shone by members of your team. Regularly. Your ability to develop such key people is an important indicator of what a great leader you are, not the opposite.
  2. Rather than over-use the superstars, provide a greater stretch for those in your team who are not at that level yet. Ensure that these ‘nearly-theres’ are pushed and challenged, so that they can add more value to the work of your team. There is more capacity and potential in these people that is being left on the table, than there is from you and your current high performer, both of who (Hint! Hint!) are working very close to their maximum most of the time.
  3. Recognise that you and those in your team, work best under conditions of stretch. Whilst you or the context, may mean you mis-judge that from time to time, remember that moderate challenge helps focus the effort and makes sustainable high performance a much likelier outcome.

Dr Glenn P Wallis runs a boutique leadership consultancy, where he and his team help organisations perform better through developing higher quality senior leaders. If you want to discuss how you can raise the strength of your leadership bench then you can contact Glenn here.