Over the years, working with and for a host of different leaders and managers and reading lots of business books and biographies, I’ve developed a composite role model who encapsulates all the elements I believe make up a good leader. I’m always intrigued by good and bad leadership and the impact it can have on people and organisations, particularly in times of uncertainty.
Here are just a few of the elements of my composite super-leader:
Image: Markus Spiske, unsplash
Empowerment with boundaries and clarity
I’ve worked with leaders who have been brilliant, trusting people with the space to try something new; in my case, when I had no track record. They empower, set clear boundaries and offer the right amount of support so people can step out of their comfort zone and ask for help when it’s needed. I’ve been able to make some bold moves and try new things, all within a scope of knowing that someone is supporting and cheering me forward. I’ve had this both as an employee and working in partnership with clients in my consultancy work.
Conviction that business can be a force for good
For the last I don’t know how many years, Dame Anita Roddick, the founder of the Body Shop has been one of my favourite role models. Her conviction that business could be a force for good and aligning profit with principles and creating change, has always filled me with a sense that anything is possible. Her story, published in the 90s, is packed with examples and quotes that feel just as relevant today.
“Today’s corporations have global responsibilities because their decisions affect world problems concerning economics, poverty, security and the environment. Yet while global business binds the planet in a common fate, there is no international code of practice, no agreement on mutual responsibilities. And so much could be done.”
I know the business world would be a very different place if were she still around today.
Empathy and emotional intelligence
I’ve worked with as many leaders who had brilliant empathy and emotional intelligence as I have those who didn’t. I’ve seen teams work much better when empathy is the norm. Egos and power trips are not helpful in trying to build relationships and getting things done, especially at pace and when things are changing or uncertain. Knowledge and relationships become points of power, things can get tricky and hinder progress.
Honesty and humility
Knowing you don’t have all the answers and saying that out loud, means that people have more faith and trust in you. You can’t possibly know it all and be good at everything (whatever you might think). Having the humility to admit this is very powerful.
A sense of humour
Seeing the bright or funny side of something can be a brilliant stress reliever. We don’t have to be serious all the time in the workplace.
Fairness and never playing games
I’ve learned so much from leaders and managers who weren’t so good. Those who didn’t know how to have difficult conversations, who fell back on policy rather than having an honest discussion about how things really were and played games to get things done. Those whose concern was about who was in charge rather than what needed to get done or the strength of the team around them.
When egos and game-playing come to the fore, it can put others into difficult and sometimes compromising situations, people look for permission rather than doing what’s needed and it can create a toxic soup.
And in the same vein, don’t forget the say-do gap – if you say one thing and do another, then trust is eroded. Game over.
I’d love to hear your thoughts. What would you add? What does your ideal leader look like?
If you’re planning any kind of organisational change and need space to reflect on your leadership approaches before you get started, please get in touch.