The Leadership Challenge Middle East

Most of us follow a career progression often in the city in which we grew up.

We learn “leadership “for that context and even though initially it may be challenging at least, we seem to have an understanding, not only the language but also the culture we are in.

Quite simply, it’s our ‘culture’.

Then feeling comfortable in what we’ve achieved, or maybe looking for greater opportunities, we accept a position, not only in another city, but in another country.

Suddenly, it seems the rules have changed.

Not only are we dealing with a different culture - and maybe even language - in the country we find ourselves living in but also a different culture in the organization.

If you’re living in the Middle East, you will understand that not only is the difference in culture between each of the countries, but typically a different culture in different cities in those countries.

The culture in the UAE is different to the culture in Oman. There are even differences in the culture in Abu Dhabi in Dubai.

It’s often been said that the UAE not only has the Emirati culture broadly, but also the culture of 201 other countries.

And you want me to LEAD here ?

This ‘challenge’ applies equally to an Emirati - or Indian - moving to any other culture in the world in a leadership role.

In The Leadership Challenge, we know that leadership is a relationship.

Simple. 

So when there is a change in culture, the leader moving into that environment, who focuses on relationships will get great results.

Building relationships, and engendering respect is the first building block for leader in this situation.

In every culture, respect for others is fundamental.

The leader who seeks to understand the culture that he’s moving into, and who genuinely shows his commitment to learning about the culture, will gain the respect of those he or she is leading.

The ongoing research of The Leadership Challenge continues - over 40 years - to identify the ‘characteristics of admired leaders’ - across many cultures.

The number 1 characteristic is Honesty. Number 2 is Inspiring.

The top four characteristics have always been the top four - regardless of culture or country.

Modeling the Way, by living his or her values, and ‘doing what you say you will do’ absolutely apply to all cultures.

The Five Practices of Exemplary Leaders are not only a recognized framework for leadership but they make transitioning to leading in another culture or even leading a team in that overarching culture who represent other cultures, to be a strong framework for leading in different cultures.

Of course, there are nuances. 

But genuine leaders know that even in their own culture, there are nuances and simple differences.

Again, always, it starts by building relationships, getting to know the people you are leading - just as it would in your own culture.

And of course, listen to them. Whatever culture we are in we all want to be listened to and respected. 

Leading in cultures, other than our own, can truly be rewarding and deeply satisfying.

The year is done and we move on to the next. 

Do we leave the problems of the past year in the trashcan and move on?

Hopefully each of those problems were a lesson, a learning and what arose from the ashes, hopefully became a significant success.

“How can we do it better? “ should be a mantra for all leaders.

The leader’s role is to look to the future, certainly not to live in the past, but to take the team to the bright horizon.

Critical to this is developing a culture, where all team members, whatever level, are encouraged to look for new ways to do things, and when they do, their new ideas must be celebrated.

New ideas, challenging processes to improve productivity, overturning outdated systems is not something just for the start of a new year, but should be a continuous ongoing, every day attitude.

This year, in your organization, one simple idea, one offhand suggestion by a team member could change the way your organization operates.

That one single idea when allowed to grow to its full potential, could change the world.

Leaders empower their team members to explore new ideas, to challenge the process, to breakthrough any constraints organizationally - to simply ‘find a better way’, a ‘safer way’, a more profitable way.

This is not just because the new year has started, this is because we must continuously change to reach the exciting future.

It all starts with the leader. 

And of course, leadership is everyone’s business.

Another year is finishing and we prepare for the next year.

Another major project has been completed and we prepare for the next one.

Of course, both of these events have one thing in common for all leaders. That is, the review: where were we successful? What are the successes we can celebrate? What did we learn? What can we improve next time? Because we’re about to enter a new year, the leader will be clear with the team on the vision for the next year. What mountain are we going to climb together? What achievements will come as we all work together. These questions are important whether it’s the new year or starting a new project.

Of course, this is also a time when leaders give positive and also developmental comments to the team members. We sometimes call this ‘feedback’. But the word feedback has problems associated with it. “Can I give you some feedback?” OK, wait for it. This is not going to be comfortable. “But it’s constructive feedback.” You say that every time and it’s still not comfortable. “Yeah sure. “

The best leaders don’t give feedback. They know that the term feedback has negative connotations. Both manager and staff member usually try to avoid this feedback, too, as it’s usually not comfortable: the objective is to make a change in that person‘s behavior. Leaders address the changes needed - and will avoid the feedback word.

Remember, leadership is a relationship. The best relationships, maintain respect and support for each in that relationship. So instead of “can I give you some feedback” they will approach this as they would with any other aspect of the relationship. “Can I make a suggestion. You know I’m here to support you and sometimes that means giving a suggestion that will improve the work you’re doing. Is that OK?” This conversation starts without the need for the sandwich strategy which often for its lacks sincerity, or engages the other person because of the genuineness of the leader “offering a suggestion.”

This is a conversation where both the leader and the team member are wanting to get great results easily and effectively. So when the year ends, we’re not going to give feedback on poor performance, or feedback to change behavior. 

This is so much more easily and effectively achieved to an easy conversation reviewing what we’ve achieved in the year, recognizing the strong performance, the stand out, achievements of individuals, and any ‘suggestions’ for improvement. 

That’s what the best leaders do. 

In The Leadership Challenge we call this Modeling the Way. It also includes Enabling Others to Act and Encouraging the Heart. And all of this leads to building a vision, which team members know they are an integral part of and which will be achieved in the coming year, despite any unexpected challenges and difficulties along the way. 

Let’s make the year ahead the most successful we have ever had

Three things are certain in this life: death, taxes, and you will leave your job. Maybe not this week, maybe not next year. 

There may be a promotion there may be a position in another organization. Or you may resign or retire. What happens when the leader leaves, for any of those or other reasons? 

If you’re planning on leaving, maybe due to retirement in the next year or so, have you thought about your legacy, have you thought about what you want to leave behind, and the positive impact that you have created ? 

Leaders create positive impact. Leaders inspire, they motivate, they drive performance they create engagement – and the team don’t want them to leave. But leaders, of course, model behavior which others follow. 

The positive behavior is emulated because those they are leading want to create the same results for themselves which the leader is creating. Good leadership behavior is contagious. 

When the leader announces that he or she is leaving, obviously the team are going to be disappointed. Often the leader themselves, may also be disappointed to be leaving the great team that they have created. But when a really good leader leaves, especially when an exemplary leader leaves, there’s not going to be a void. 

The legacy the leader leaves behind is the culture that he or she has created. That culture will most likely, because of their commitment to the genuine benefits of exemplary leadership, continue well after that leader has left. 

Each of the five practices of exemplary leadership as defined in The Leadership Challenge, when they are embedded in the culture, contribute to the ongoing leadership journey of every person in the team. 

Every person in the team knows that leadership is their business, too, and whilst the departure of their much admired, even loved, leader, maybe a time of some sadness for them, they know that the legacy that’s left behind will endure and will be demonstrated by their behavior every day. Yes, you will leave. 

That may even be sooner than you think or plan. 

It’s never too soon to plan your legacy. What’s the legacy that you’re going to leave?

Leadership has one objective.

It’s always and only the outcome which is the reason for leadership.
Leadership brings everyone together with a 'shared vision'.
Everyone knows where they are going, the view to the mountain peak is clear.

And performance is the ‘engine’ which will take the team there, to reach the objective. Leadership is personal, leaders build relationships. So how does the leader set the basis for achieving the outcome, for determining the performance along the way?

This begins with the leader, simply saying to everybody in the team: “We know the objective. So let’s talk about how we’re going to get there. This (plan or strategy) is what I suggest …but of course I need your input and your suggestions."

After all, we’re doing this together.

The leaders objective here is to build a culture of engagement, a culture which is focused on performance and achieving the outcome. The leader is like the chessmaster, guiding the chess pieces who then perform their task.

The leader encourages all team members to “sharpen the stone”, to look for a better way, a smoother path to the top of the mountain.

The leader enables, he or she empowers the team members to perform beyond what they believe they could do.

And of course, the leader recognizes and celebrates the achievements, the level of performance of individuals and of the team. In order to achieve performance, which is directly related to the outcome, the leader may well say “how about we set up a coaching process, so that I help you improve your performance all the time, so that if there’s any ‘course correction’ required, that can be easily handled.” The leader will also encourage “micro improvements” as part of a culture of continuous improvement.

And when it is all done and the performance objective is achieved, the leader will say “We did this together. Thank you. “

If leadership is a behavior and leadership is 24/7, how and when does the leader’s day begin?

Leadership is also an attitude and that attitude drives behavior.

If leadership behavior is 24/7, then typically the leader will be looking forward to the day ahead.

The leader might begin the day by reflecting - “what can I do today to be a better leader than I was yesterday? “

Remember – leadership requires ongoing learning. 

The leader might begin the day by thinking “who can I help today to achieve more than they thought they were capable of?”

No, NOT “who can I make work harder today? “

Because leadership is a relationship, when the leader arrives at the office most likely, they will smile at the security guard, greeting warmly, and the same with the receptionist and other staff that they walk past.

Arriving at his own workspace, if other team members are already there, of course, they will greet them warmly.

This behavior has team members instinctively think: “I’m really pleased I’ve come to work today.” “There might be challenges, but I know it’s going to be a good day.”

There may will be a team meeting early in the morning. Of course, the leader will arrive early if not on time. And because the leader does that, the team members will also be there on time and with a positive attitude.

During the team meeting, the leader will be encouraging input from every team member and importantly, as the team members know, the leader will be listening to everything they say and valuing their input.

It’s the way the leader lives his values -
and ‘Models the Way’ - every day - that builds trust and credibility with the team.

And, during the day, the leader will be asking “is there a better way?”

It’s the way the leader empowers, enables others to act, gives them a belief they can achieve more than they thought possible, which creates an environment where people want to perform at their best.

Throughout the day, the leader will see opportunities to recognize the good work individuals or the team has done that day.

They may even find an opportunity to send a handwritten note personally acknowledging what’s they’ve achieved.

Maybe at the end of the day, the leader will stand near the door as the team or the staff are leaving and simply say : “Thank you for all you did today.”

Those simple words - and that the leader moves out if his or her office to say this - makes a real connection.

So the leader’s day is very much about connecting with people.

On the way home at the end of the day they may spend a little ‘quality time’ reflecting on the performance of the team that day.

And they may then think “it’s been another really good day“.

In the organizational environment… the corporate world… we tend to regard leaders as operating with their team, their division and the company overall.

 These same people – at whatever level – also operate or interact with external clients or business partners. 

 So at what point does the leader stop being a leader? 

 Consider a situation where a difficulty arises in the arrangement: the client or the business partner for whatever reason leads into what might be called a difficult situation. 

 This situation, if it escalates, could lead to a break in the relationship and at least some disruption to the way the relationship has been.    

Does the leader abandon his leadership behaviors because he is not the ‘leader’ for these other, external stakeholders? Of course not. As we often say your leadership behaviors are with you 24/7, regardless of who you’re dealing with.

Because leaders have a deep understanding – or should – of emotional intelligence one of the early responses when a difficulty arises with the client is going to be anchored in their emotional intelligence behaviors.

And through all of this, the leader is going to live his or her values – especially in integrity, trust, support, caring. We know the most effective leaders are also the most effective listeners. 

Again, quite simply, their listening skills must come to the fore when there’s a difficult situation with a client . Doing this, of course the leader is extending the relationship positively that he has with the client or external person as they navigate through this difficult issue. 

Throughout the difficult interaction, the leader lives his or her values, even talks about the future beyond this situation, consults with the client in ways to find a solution - ‘looking for a better way’ - and reflects to the client on “what we have both learned as a result of this.”

 Oh - isn’t this fundamental to The Leadership Challenge? Yup! 

In every interaction we have as individuals we have the opportunity to maintain our leadership behaviors. When leaders leave that interaction, those we have been ‘leading’ in that interaction would have been impacted positively, in a way that they will ‘want more’ they will look forward to the next connection with you as a leader.  

And if the difficult external issue isn’t resolved in the favor of this particular leader, there is a really strong chance that the other person will have built a strong sense of trust, ‘like-ability’, and recognition of genuine integrity of that leader and the result will be that they will want to maintain the relationship.

Leadership and the Value of Appreciation 

Leaders inspire.

Leaders motivate.

Quite possibly the simplest and most powerful way to achieve both of these is the appreciation shown genuinely to individuals and the team by the leader.

Research continues to show that 98% of people so they perform at their best when they’re given encouragement.

Encouragement is appreciation.

It might be a simple “Thank you”.

A manager will say “but he was just doing his job. “

A leader will say “I just overheard what you said to the customer. You did that really well. Another happy customer.”

And because leadership is everyone’s business, colleagues and co-workers can have the same effect when they show appreciation.

Showing genuine appreciation doesn’t require a brass band and a fanfare.

It can be a simple as “Well done “.

It can be a short handwritten note.

When individuals and teams are given genuine and meaningful appreciation, they WANT to perform better.

Quite simply - because the appreciation they received touched their heart.

Parents who show appreciation to their children will positively impact on the behavior of the child.

Research has shown consistently that people who are in a committed relationship who show appreciation to their partner with a simple “thank you” have a stronger relationship than those who assume that appreciation is not needed.

As a leader, no, you are not too important to show appreciation to those you are leading at whatever level they are at. 

Leaders do it often and with meaning.

Leaders are genuine in their appreciation.

Those who hear this appreciation know it comes from the heart - and it touches theirs.

98% of people can’t all be wrong.

Explore this with us in this week’s Leadership Challenge conversation. 

We would be most grateful if you did. 😊

Leadership and Unethical Behavior 

Un - ethical. Without ethics. 

How would you feel working for someone whose ethics were at least questionable?

Is that person a leader?

Surely not as without ethics, how will that person build relationships?

How can that person be a leader if his or her values are not aligned with the values of the organization … And may even be the polar opposite.

Consider Ahmed. He has worked with this organization for some 30 years. In that time he has worked diligently, was recognized as a star performer and loved to his job. 

Then a new manager from another division is appointed to lead this significant team in the organization.

It’s not long before Ahmed realizes that this person in the role of manager will not listen to the views of the team members, will actively push back on their input … And then engage in behaviors which the team members are not only uncomfortable with but which many believe are simply unethical.

Some of the team members will try to continue with what they recognize as positive leader behavior in order to “get the job done by working together with the others.“

Some team members in this situation, fearful of the impact that this person can have on their career, will align their behaviors with the unethical manager.

Very soon, what may well have been a high-performing team before the arrival of the manager, may become a staff ‘train wreck’. 

By the way, your people are your greatest asset - except when they become a ‘train wreck’. And except when they are without leadership and reporting to an unethical manager. 

Some people would want to leave, others will be fearful of finding another job and may therefore ‘turn a blind eye’ and even become complicit in the behavior of the manager - and unethical behaviors permeate the team culture.

Ahmed has a challenge - he loved working for this organization now is working in this environment which conflicts with his values. Stress and mental health issues begin to impact.

Clearly, the selection process - HR - which allowed this manager to be given this senior role must take some responsibility. Prior to his appointment to this role, this man was highly regarded for his specific technical skills. 

It seems the manager was rewarded for performance in a role where leading others was much less of a requirement.

So how should Ahmed deal with this? 

Talk to the new manager? 

Maybe a discussion about alignment of values to the organizations values, and how when we live those values we all feel a closer alignment to the objectives of the team and the organization would be a starting point.

Thats certainly ethical - and it is leadership.

Leadership and Resilience 

Your client has just ‘pulled the pin’ on a project you’ve given your heart and soul on for six months. They blame budget cuts.

Two key members of your team have just decided to move on. How will you find replacements?

A new player has just entered the market as direct competition for your company and three of your major clients have ‘jumped ship’.

You’re having significant family issues at home and you’re wondering how you can cope.

Ok, these are not all happening at the same time or even to the same person.

These ‘occupational difficulties’ are common but maybe in a different guise.

Simply, ‘stuff happens’.

In many cases these ‘challenges’ occur totally out of your control. What IS in your control is how you react and as a leader, how you help your team react.

We refer to this as ‘the ability to bounce back’ after difficulties or adversity.

 And we call this - ‘resilience’.

Resilience is often a learned skill. Some people are more positive than others. They recognize that any adversity or difficulty along the way is either meant as a learning experience or challenges to make the journey or the outcome better. 

They recognize that every day the sun will come up, every day will be a new day, and we will leave these difficulties behind us.

There are others who may even take the negativity that occurs or the reasons for the difficulty as ‘their fault’, for some people their negativity can be pervasive.

This of course, can have a negative impact on the performance of other team members, as well as impact on costs for the organization.

Leaders, at all levels, should recognize that through their actions, their words of encouragement, and especially by following The Five Practices of Exemplary Leadership, they can help others who are having difficulty to move on, to look to the future, to see that what has occurred is just a learning experience … and they move on positively.

Because leadership is a relationship, the leader will be discussing with team members, the issues and the responses that other people are having, to help them move forward. 

Just because we’ve had an unexpected blizzard, that doesn’t mean we will not reach the peak of the mountain - our experience of the blizzard will make us stronger, certainly, when the next one occurs. 

And each blizzard, even unexpected gusts, will strengthen our resilience.