The Leadership Challenge Middle East

Most of us in the workforce at some stage have had someone appointed to a role ‘above us’.

“ Who is he? “Where has he come from?”
“How much does he know about the job?”
“Will we like him?” Or her.

Of course, there’s probably a dozen more questions we could think of. 

When this person has been appointed to a position there will be a detailed position description, a list of responsibilities, a definition of the functions. 

But what about the leadership ‘function’ we hope this person will deliver on ? What would you want to know ?

The authors of The Leadership Challenge - Jim Kouzes and Barry Pozner - asked this question in the 40 plus years of research. 

Consistently the top three questions people wanted to ask their new leader have continued over these years.
The first is “Who are you?” 
This can be answered in as short as two or three sentences or can be a 20 minute life story which will indicate who this person really is, what their values are, how they care about others.

The second question is:”Where are you taking us ?” 

People are inspired by the leader’s vision - especially when it’s a shared vision, one that includes the team members. Knowing where the leader intends to take us, and that he has clear ideas to do so, has a positive impact on team member’s purpose, and passion for what they’re doing.

And the third? “Why should we follow you? 
That question is almost redundant given the likely answers to the first two questions. However, it does enable the leader to talk about his leadership style: “I’m clear on my values and live those values daily. My leadership style is clearly based on a relationship with the people I’m leading, I will always do what I say I will do. I will keep you inspired by the vision we share, I will challenge you to find better ways to do things, to ask “What if …”, I will encourage and enable you to perform better than you thought you could.

And I’ll always recognize and acknowledge individual performance which goes beyond what may be expected.

So why is this important? The people you may be leading in the future - as well as those you are leading now - may not specifically ask these questions, but you can believe when you articulate the answers, they will be excited at the prospect of working with you as their leader.

These are simple behaviors that will lead to great results. Starting as soon as you become their leader.

They may be 'thinking' about these questions but don't ask.

The research forThe Leadership Challenge consistently shows these are the top 3, most asked questions - so why not anticipate them and give answers similar to those above ?

#Leadership #Leaders #Leading #NewLeader #ExemplaryLeaderBehaviour#LeadershipRelationships

Leadership - Good …or Bad ?

Of course we all want – and deserve – good leadership.

Good leadership inspires, it challenges team members to look for a better way, it enables team members perform at their best – even better than they thought they could achieve. And good leadership recognizes achievements of individuals and the team.

Good leadership creates engagement. Team members WANT to be there, working in an environment where there is  clear understanding of the value of the relationship with the leader.

But what about ‘bad leadership’ ? 

Maybe it’s the opposite or the deficit of the points above that make a ‘bad’ leader.

Surely, the term ‘leader’ doesn’t apply if this is the case.

Leadership is a behavior or rather, a set of behaviors.  

As Jim Kouzes and Barry Posner clearly state in the 40 years research of The Leadership Challenge ‘Leadership is the art of mobilizing others to want to struggle for shared aspirations.’

Pretty clear, isn’t it?  No room for ‘bad’ in that.

Leadership is also a relationship.

Leadership is learned. And because it’s learned, the best leaders and even emerging leaders, ask themselves a simple question every day: “How can I be a better leader today than I was yesterday? “

How hard is that? 

In the absence of leadership, do we use the term ‘bossman’ ship?

It’s pretty simple: if someone isn’t following at least some of these behaviors they can’t claim to be ‘leading’.

There’s no bad chocolate. If it’s ’bad’ it ain’t chocolate. OK, I’m a chocolate lover.

There’s no ‘bad’ leadership. 

I know leadership is everyone’s business (Thanks Jim & Barry) and it’s not hard to be an exemplary leader. 

Keep leading them, every day.

That would be very good.

Leadership - Everything Starts With Listening

Everything? Well… of course there has to be sounds of words first, that we then listen to in the verbal process of communication.

But in this verbal process, every request, every action that follows, every concern, every positive word and negative word or words is dependent on listening.

Listening is the core of the verbal communication process.

So often we are caught up with other distractions: these may be as simple as the 'noise' of the office environment the thoughts which are occupying our mind at the time someone begins the conversation or the request verbally and any number of other distractions to divert the listening process.

Without listening taking place there is no communication.

One of the team comes to you with an issue, politely ask for your attention and you, hopefully also politely but perhaps abruptly say “Not now Adam, can this wait ?”

The team member then silently agrees to this ‘brush off’.

The manager, in this case, regards whatever is on his mind is far more important than whatever the team member is wanting to share with them.

The team member might be thinking ‘that’s the last time I’m gonna tell him we’re about to crash.’

 Of course leaders and even managers DO have priorities, they have ‘urgencies’. 

The best leaders are also the best listeners.

When team members know this, they know that their views their suggestions their requests their explanation of a new idea will all be regarded with respect and genuine listening by their leader.

Listening – without judgment – without jumping to the conclusion before they’ve heard the full context, is not only a key to building relationships with team members, but also reinforcing credibility with team members.

“He/she ALWAYS listens to me” is a high order-compliment from a team member… or indeed anyone in the organization.

Before anything can be achieved, before any issue can be resolved, before any major… or even minor change can be considered and then implemented, the power of listening cannot be overstated.

This also applies in our personal life. How often has your partner said “You never listen to me.” Ouch.

In all aspects of our lives, with family members, in the workplace, even our connection with strangers, listening is the core of the communication. 

It is fundamental to building any relationship… especially with those you’re leading.

Tme is passing – always.

When we start anything our eyes are almost always on the watch.

What is it about leaders and time?

What happens the team is not prepared, is not ready, not fully briefed?

Confusion can rise, motivation takes a dive - and the project can go off the rails.

Often, when the manager is setting a new project or even an existing one, she or he will focus on “getting it done on time”.

“When will it be finished?” 
“How much longer will it take?” 
“Don’t forget the deadline.”

These are the words of managers. I’m sure we’ve all heard them before at some stage.

Managers of focus on outcomes, timelines, budget restrictions.

All of these contribute to demotivation.

But more than that, these are also the words which contribute to stress levels of the individuals involved.

Exemplary leaders follow a simpler process, which is captured in two words in the English language, which were first used many years ago: Hasten slowly.

Hasten - quickly, fast. 
Slowly. 

In simple terms, this means 'Effectively and quickly prepare for what has to be done, and then when everything is known about the journey to be undertaken, we can move quickly to the outcome.'

The time process for leaders covers short objectives.

The could be achieved in days maybe even hours, and there is likely a time imperative.

The second, longer term outcomes, likely will involve a number of stakeholders, even external stakeholders. They could involved processes which can only be achieved over time. They could include taking the team to the two year vision that’s been set, conducting a coaching program for individuals on the team.

In each case, the leader will clearly define the objectives, identify with the team any possible road blocks or impediments.

The best leaders will make sure that the individual or individuals involved clearly understand what’s required of them.

“Anything you don’t understand or any issues you have along the way, I know you'll can come and talk to me.”

“Are there any issues now that you think will prevent you from meeting the time frame.”

Because of the relationship which exists between leaders and their team, clarity on objectives, constraints which may arise, and support will be very clear. 

So - hasten slowly, mindful of the objectives and issues, live your values, enable the team to do better than that thought they could.

And of course, celebrate their timely successes.

At the risk of stating the obvious, effective communication, especially in business, is critical for the outcomes we are seeking.

But I’m sure you knew that. Well, I assume you did.

In connecting ideas and concepts, instructions and requests in our communication, assumptions seem to have become the currency of communication as we seek shortcuts.

We ‘assume’ the other person or people know what’s required, have listened carefully to what we were saying, have all the facts at their disposal - and of course, likely, have read our mind.

Assumptions are a shortcut which can often be dangerous

Assumptive thinking often misses clarifying all aspects of the issue.

We’re all guilty of making assumptions. (and there is one right there - I’m assuming we’re all guilty. ) 

How often have you said “I thought you knew.“ ?

So how do leaders avoid making assumptions? And how do they ensure that those they are leading and not guilty of making assumptions?

We define leadership as a ‘relationship’. Because it’s a relationship, its incumbent on the leader to make sure that his or her communication is clear. Importantly from that, that there’s no outcome or action as a result, based on or arising out of misinformation, uncertainty… and assumptions.

Because genuineness is a key element in the relationship, the leader is going to ensure that he or she is open and is sharing correct information and in doing so those he or she is leading, will mirror that behavior most likely.

The leader will ensure in his or her communication to the team and beyond that all the stakeholders receive the absolute correct information from him or her.

Clarity about all the information that’s being shared is essential.

When leaders challenge assumptions, it develops greater ‘depth of thinking’ in team members.

And rather than assuming that this information is helpful to you, I’d be most grateful if you could spend a little time letting me know.

Together - as leaders - let’s make clarity, without the fog of assumptions, the cornerstone of effective communications.

Globally, 21% of Staff Are Engaged 

According to the well-respected Gallop organization, as surveyed in 2024 and published in 2025, a massive 79% of staff scored low to 'not engaged'.

If we were to break that figure down, many of that 79% would be actively searching for at least a new position and more likely, a new employer.

Others, for their own reasons, will choose to stay in their current position and with that organization.

Likely, many of these people will be at work physically, but will just be ‘going through the motions’.

The survey was conducted by the Gallup organization and reports global results. The cost to organizations through this lack of engagement, therefore lack of productivity, lack of innovation, and simply, a lack of caring about what the disengaged employees are feeling, is in the hundreds of billion dollars.

Engagement is simply an outcome of leadership. 
Poor leadership: poor engagement.

Positive, exemplary leadership builds engagement.

Leadership builds purpose and passion.

When team members are inspired and committed to the ‘shared vision’ they all WANT to get the best results.

And when the team members know they will be ‘enabled’ to perform at their best AND always recognized for their successes, the engagement scores soar.

Exemplary leadership does this.

And it’s not hard.

Listen in to our conversation to learn how you can be a leader who builds and sustains engagement. 

Conversations with direct reports – team members – are an essential part of leadership.

Leaders need to have conversations which are part of their relationship with team members. The conversations reinforce, or highlight the leader’s commitment to supporting the staff.

And of course, to encourage the heart, to simply say, “thank you for all that you did today”

Managers, on the other hand, are not likely to have conversations of this nature.

Conversations with a manager tend to be strictly ‘operational’. 

Leaders will have conversations which are personal, with the team members. 

Members need to share things, to discuss issues which may impact their performance, and therefore the overall success of the team.

Leaders will likely identify situations with individuals which need addressing.
I’m sure most, if not all of us, during our careers have had at least one instance where a genuine discussion with a manager, the person we report to, is needed.

Managers may think they're approachable.

They may use the standard." My door is always open.”

Often, the problem is it whilst the door is open the manager’s not there, not open to hear what the employee may need to say.

On the other hand, the leader may well sense there is an issue that needs to be discussed and may well pre-empt and ask the individual “is there something you want to talk about?”

Years ago, before we discovered and embraced the power of emotional intelligence, managers would say “don’t bring your problems to work”.

Or, sensing the issue may be ‘personal’, and not wanting to get involved, they may use the ultimate brush off - “Look, if this is personal, you should go and talk to HR.”

Leaders will have built an open culture, where any individual knows that they can come and talk to him or her.

In order to find a resolution to an issue, the leaders may need to ‘go deep’, to open up dialogue, to have the team member feel that they can be ‘vulnerable’ sharing their concerns about issues.

Of course, trust - the glue in the relationship - plays a vital role.

Going deep can be challenging but is often the sign of a robust and healthy relationship.

That’s what exemplary leaders do. 

Is failure of itself part of the leadership journey or does it mean the end of leadership?

The word ‘failure’ in the English language has clear and concise meaning.

In our school years we all were fearful of the possibility of ‘failing’ the exam. The consequences of failure were never good in our learning journey through school and then university.

As a process, failure has certain clear markers:
- We failed to win the contract.
- I failed to get the support of senior management.
- We failed to recognizing the looming crisis.
- I failed to get the support of my team.

Each of these examples - we can imagine- can have dire consequences.

When we use the term ‘failure’ it evokes negative and sometimes painful, emotions.

Failure therefore, is not good.

Or is it?

As the best leaders to learn every day, is failure an option?
As leaders encourage the team to learn from the mistakes and issues that may have risen, is that going to encourage failure?
As leaders empower team members to be better than they thought they could be, is this of itself, a pathway to failure?

And when the leader has a clear vision, shared by all the team members, and everyone is working towards that vision, there may be difficulties, there may be challenges, but when they’re all working together to achieve the outcome, there are so many positives which mitigate against failure.

Contrast that with managers who don’t share information, who micromanage, who believe that they have all the answers themselves, who believe that it’s “my way or the highway.”

In this case, the first of likely failures will be the simple act of having the team work together, of building trust with the team so that work collaboratively, productively.

When a leader follows The Five Practices of Exemplary Leadership failure is not in his or her vocabulary, it’s simply not an option. 

If a leader builds strong engagement and they are not successful in meeting their targets, is that a failure?

No. Likely they have learned better ways to achieve the targets next time.

Because of the relationship who she has with those they are leading, team members will want to not let the leader down, they will want to perform at their best – and they know they’ll receive encouragement when they do that.

Managers may have sleepless nights worrying about an imminent failure.

Leaders, on the other hand, will ask their team members “how can we do it better?” “How can I support you - each of you - to get through this challenge we have?”

Leaders inspire, they motivate because of their leadership behavior, because they are Modeling the Way. 

Failure is not a leadership behavior.

The monthly salary for each employee is what all employees want.

Of course.

However what drives employees is more than money.

Research shows that employees have far more important drivers than money.

Meaning, purpose, belonging, feeling that they have a value, that they can make a difference and that they will be recognized and appreciated for the good work they do are far more important than the money they receive for their efforts.

Leaders can satisfy each of these by what he or she does for the employees.

When people are recognized and appreciated – often in quite simple ways – they want to perform better. 

Giving a monetary bonus will be appreciated, it may be an opportunity for that employee to take the family to dinner somewhere really nice.

Typically staff will say that they remember this gesture from the company when the dinner is over.

That doesn’t mean they’re not grateful, but the simple gesture of “thank you”, a handwritten note, expressing positive comments about that employee‘s work when the team is all together will be remembered for one simple reason: the message from the leader is coming from his or her heart, and when this happens, it touches the heart of the employee.

In The Leadership Challenge, recognition and appreciation is regarded as ‘serious business’. 

Even the simplest recognition can have serious outcomes : team members are motivated to continue their high performance, their engagement and their commitment. 

When employees are receiving this encouragement, they develop a strong sense of belonging, they connect with the real purpose of their work and how they’re doing that work. 

They want to perform at their best.

All because their leader genuinely shows appreciation. 

It’s not hard to do. 

When you show your appreciation, watch their reaction to what you said or did. What you see may even touch your heart - and encourage you to continue showing recognition

After what was likely to have been a rigorous recruitment process to select the best person to take on the vacant role in the team, and we then use the impersonal term ‘onboarding’.

Leadership, of course, is a relationship, and that relationship is with every person on the team and beyond.

The onboarding process conducted by a leader, will ensure that the new member feels welcomed, and that they are a valuable member of the team.

Organizations, through their HR department, spend valuable time, selecting the right candidate for the position.

Then, in order to make sure their decision was the right one, they impose a probation period for the new joiner.

In simple terms, what this really means is “We’ve chosen you, now prove yourself to the satisfaction of the manager and to HR or you’ll be out the door in three months.”

This is a fairly standard practice. The onus is on the new joiner to prove themselves… Or else - out ! 

However, what leaders will do, is to make sure that this new joiner feels immediately part of the team, is warmly welcomed, that they feel trust is being built. Very quickly, they realize that here as a leader who will support them, allow them to make mistakes and to grow Individually and professionally.

Organizations universally give the new joiner a ‘probation threat’ - if they don’t perform satisfactory, they will lose their job !

Think about this: there is considerable irony in this almost universal probation arrangement – lack of performance by the new joiner in the probationary period is likely a clear indication that the recruitment process has failed at great expense and the organization then has to go through the process again to find a replacement for the person whose failed the probation test.

What if we ‘flip’ the probation?

What if the leader said to the new employee “If in three months time you don’t feel that this environment, this team, is the right fit for you, that you are not inspired, encouraged, empowered, and recognized for the good work that you do, if this role doesn’t fit your passion and ‘job satisfaction’, please give us two weeks notice of your departure.”

In a very real sense, this is not just the new joiner proving themselves in a ‘probationary period’ - with it’s implied threat of dismissal - but the leaders in the organization proving that the organization can bring out the best in everyone - through leadership - or that individual can choose to exercise their act of ‘probation’ on the organization.

After all, leaders bring out the best in those they lead because they lead with their heart…and for many new joiners this is a new and positive experience.

And likely they will exceed expectations.