The Leadership Challenge Middle East

Leaders Who Don’t Want Promotion 

“But of course I want a promotion. That’s what it’s all about isn’t it? It’s called career progression. Oh, and a salary increase - of course.“ 
 
We keep saying in these weekly videos that leadership is everyone’s business – but let me be very clear : leadership is not about the promotion.

The discussion this week is based on an instance where someone was promoted to a ‘leadership’ position and then decided that this wasn’t for them. They even asked to be returned to the previous position and pay level.

Does this mean that they were a good leader? Maybe not but we could identify some issues with the selection process, where questions were not asked of the person about their aspirations. Did they fully understand the responsibilities of this role ? We should ask why, in the - hopefully rigorous selection process that those managing this didn’t do the necessary ‘due diligence’ before the promotion was confirmed.

That said, leadership is important at all levels of the organization.

Individuals can ‘shine’ as their behaviors and their attitude demonstrates strong leadership. That on its own, doesn’t mean that the individual will become the CEO of the organization - of course, there are other attributes that are determinants for career progression.

Some people are perfectly happy at the level they are at within the organization and may be happy to stay here in this role for the next 20 years.

Does it mean they are not a leader? Of course not. 

As a leader of others in the organization, it’s your responsibility, not only to build their leadership strengths and to foster leadership behaviors, but also to encourage them to progress further in the organization because of the leadership skills and also their other performance attributes. In this position, you can identify , those who deserve to move to the next level through promotion and those who are really comfortable to stay where they are and perform extremely well – without the need to move to the next level.

Leaders developed leaders, as we have said before. But it’s important to remember, that fulfillment as a leader is not necessarily dependent upon promotion to the next level above.

Leadership doesn’t need a promotion for the individual to be ‘fulfilled’ or rewarded - or for them to perform at their best.

Leaders and Workplace Politics 

“Office politics ? Here ? Nah ! Except maybe…one person… occasionally. “

Of course we’re all working as a team.

Of course we’re collaborating to get the best results.

And of course, sometimes just sometimes there is ego in the room. Ego unfortunately drives behaviors which are directed at gaining personal power and influence.

Collusion, withholding information, and sometimes actively dividing the team. I just some of the behaviors when politics is at work.

As this gains momentum, the environment becomes toxic.

Who works effectively and efficiently in that environment ? Not even those who are driving the politics.

We know that leadership is a relationship. At the core of any relationship which is successful, is an understanding of values and hopefully those values shared.  In The Leadership Challenge we know that leaders build trust by talking about and living their values. 

Values of honesty and integrity are the foundation of the most admired leadership characteristics in forty years of continuous research. 

Authenticity and openness are fundamental to successful relationships.  When the leader is authentic, open, and living the values of honesty and integrity, trust and credibility are the ‘glue’ in the relationship.

Why would I collude or engage in ‘subversive’ and divisive behavior if there is trust and credibility with my leader.

Why would I engage in workplace politics if my leader challenges me to achieve beyond what even I expected of myself ?

Why would I engage in subversive workplace behaviors if my leader shows his or her trust in me ?

 When leaders ‘model’ these behaviors, when they live their values, those they are leading usually want to model those behaviors themselves. 

They want to be lead by this exemplary leader. 

And they then model these because leadership is everyone’s business. 

No more politics. 

Leaders Create Learners

“Why should I encourage you to learn? You’re here to do a job.”

We could call that ‘manager-talk’.

We know that the best leaders are the best learners. They may even say: “I learn from my people every day.”

They also know that if they provide learning opportunities for those they are leading, all of those respond positively not only because of the new learning which they will take with them, but the learning becomes a motivating factor for them to achieve even more in the work that they’re doing.

Leaders motivate those who are following by helping them learn.

Whilst traditional, academic learning is important – especially when it is relevant to the workers being done - learning takes many forms.

Employee surveys show that there is a strong desire for learning to take place in the workplace.

In the workplace, learning can occur when individuals reflecting on new experiences, mistakes, challenges, new opportunities, and then being aware of the learning that’s come out of this.

When the leader admits his or her mistake, maybe even a mistake that was made in the past, and they then recount what they learned from that, this becomes a learning opportunity for the team members when they hear this. They also understand the importance of the leader admitting to the mistake and then recognizing the learning outcome from that mistake.

Clearly, when the leader discusses an error or a mistake that an individual has made – especially when that individual comes forward and admits the mistake, the best leader response is always “So what did you learn?”

When the leader ‘creates a learning culture’, the engagement level increases - and so does productivity.

When leaders develop a learning culture, it strengthens adaptive responses. It builds a welcoming attitude to change.

There are many ways to create a learning culture: 

As a leader, open the weekly team meeting with : “What did you learn this week?”

“What did you learn about yourself this week?”

“What did you learn which can change positively the way we do our work?”

Or have the team members write down each day what they learned that day and then share in the team meeting after a week. 

The learning culture becomes embedded and so the individual learning is relevant, authentic - and memorable. 

Learning never stops, especially when leaders create learners.

Leaders Are the Best Listeners

Leadership is everyone’s business.
Listening is leaders’ business.

We all take listening for granted.

We are all, at some stage and in some situations, guilty of poor listening, of not focusing on the speaker’s words and what they are really saying.

And listening is a critical skill for leaders.

Listening, especially in times of pressure, may seem unnecessary but in fact the opposite is the case.

Listening SAVES money.
Listening IMPROVES productivity and engagement

We’ve all heard the expression “my door is always open. “

What that statement implies is that the manager of the person saying it is open to listening to individuals’ problems or concerns.

But it’s not the door that needs to be open only. It’s the ears and the mind and the heart of the leader, listening to the individual, which really makes a difference.

The leader will eliminate likely external factors which could impact on his or her ability to genuinely focus on the other person - and listen to them.

This of course means that they allow the other person all the time they need to explain the issue.

Managers, who too often are dealing with other distractions, want the individual to ‘get to the point’ and will sabotage the listening process by making assumptions - about what the person is saying and assumptions about a solution.

Sometimes in these situations, the leader is not able to provide specific help but his or her act of genuine listening, even listening with empathy, has a positive effect on the individual with the issue.

So many of us are guilty (maybe only occasionally 😊)of thinking of the solution before we’ve first listened - and confirmed that we heard and understood what the other person was saying.

As a leader, ask yourself “How can I be a better listener tomorrow than I was today?”

Exemplary leaders know the critical edge which listening gives them - and they use it to great advantage. 

“Whaaat ? 
No, that cannot be.”

“I have more experience that’s why I’m in charge.”

No, that may have been the case twenty years ago, when managers became managers because they could handle every job function. Often they were promoted because of the level of functional experience.

Leaders do not have to know ‘every competency’ in order to successfully lead. 

Issues of the levels of competency may arise where team members seem to push-back - “He/she is not going to tell me what to do - I’ve been doing this for 10 years.”

Issues may also arise where the leader takes on ‘imposter syndrome’ - “How can I lead them - they’ve got years of experience on me. They’re going to find out and then I’m done !”

Leadership does not require superior or even extensive technical skills. 

Leadership simply harnesses the capabilities of those in the team - and gets the best performance out of all the team members.

Leaders don’t have to have the highest academic qualifications to live their Values consistently.

Leadership requires building excitement about a shared vision for the future, not 25 years experience at the ‘coal-face’.

Asking “Is there a better way?” is a question the leader can ask to have the ‘experienced’ operator challenge their own processes and experience.

Empowering and enabling others to build self-determination doesn’t require years of experience. It requires a leader who genuinely believes in each team member’s ability to perform beyond what they believed they were capable of.

Encouraging the heart has 98% of people performing at their best. When it’s meaningful and genuine the person hearing this, doesn’t question the level of experience of the person saying it.

Leadership is not about years of experience ‘in the job’ : it’s about what’s in the heart of the person who chooses leadership and the connection the leader makes with everyone. 

We’ve all been ‘told’ what to do.
We’ve all been ‘told’ how to do it.

But being asked :
“How will you feel when we’ve achieved this amazing outcome together?”
Or 
“What do you need from me to make this happen?” creates a very different feeling in the mind of person hearing it, from the directive of ‘Do it this way’.

Managers are really good at reminding their staff what they should be doing. 

The best leaders however create a visual picture of our future, working together, in harmony, with passion and purpose.
And then they’ll ask: “How will you feel when that becomes reality?”

Of course, there’s an element of ‘coaching questions’ in a leader’s questions but there’s also an element of coaching in leadership.

“You’ve just achieved an amazing result! Fantastic. Well done!” 

These words ‘encourage the heart’ (which, of course, the best leaders do regularly) and give genuine recognition for ‘a job well done’.

But if the leader then says “If you were to do it all again tomorrow, what would you do differently?” it has the person value the meaningful recognition - and has them know that their leader respects their assessment of ‘doing things better’, of encouraging them to think about and offer suggestions for improvement.

Leaders who regularly begin their sentences with “What if ….?” encourage those around them so they always consider other possibilities to even the most ‘tried and tested’ processes, to accept ongoing positive change as an an organizational norm.

Leaders show individuals and the team as a whole that he or she cares : “Do you need to take a break?”

Leaders empower their team and the individuals in the team to be at their best by asking: “What are the most important outcomes you’re going to achieve in this?”

Leaders, especially as they ‘Model the Way’ by asking questions, encourage team members to do the same to those around them. As an activity in a team meeting, ask the group to think of questions they could ask, encourage them to think of questions and ask those questions when appropriate.

Wouldn’t it be a better world if we asked more questions…? 
And it isn’t hard to do.
Is it ?

Leaders Create Meetings Which Motivate

Meetings !

Meetings are an essential part of our working lives.

Whether it’s three people or thirty… in person or virtual…short or … painfully running over time, we must be part of meetings.

When the manager calls the meeting, the focus is more likely to be on timelines, budgets, procedures, and systems.

But the leader conducts a very different meeting.

It may be surprising, but people coming to the meeting called by leader, usually look forward to coming to the meeting.

So what’s different?

Leadership is a relationship, and that relationship certainly is evident at the start of the meeting and all the way through.

Most likely the leader will arrive on time. He or she will then be genuinely interested in the team members who have come to the meeting.

After all, his or her leadership will bring the results required for the overall team success.

One example of starting the meeting very successfully, is to have every person in the room relate a positive experience that they have had in the last week. Each person has one minute, and there is no “I’ll pass“.

Managers might regard this as frivolous, a waste of time, too ‘touchy-feely’.

Quite the opposite.

When a leader – as they do – touches the heart, that increases engagement, which is directly in line with improving performance.

When a leader conducts a meeting, the views and the contribution of every person in the room is important. 

And each person knows that - because leaders listen.

The leader will be living their values, reminding the team of the vision they all share; the leader will be encouraging the team to ‘find a better way’, they will be empowering individual team members and of course, recognizing positive actions and behaviors as they ‘encourage the heart’.

And of course, everyone wants to come to the next meeting – and they’ll be on time.

We’ve all heard the pre-flight safety briefing: “Take the oxygen mask and place it over your nose.” 

You can’t help anyone unless you first look after yourself.

Then you can share your oxygen mask when you first take care of the most important person. 

The same applies to leaders.

Even as a leader, you may take on stress during the day … 

Even though the team are all working extremely well to achieve the end result…

Stress can still manifest and this is where emotional intelligence plays a vital role: the leader … or whoever is feeling this … should recognize the emotion or emotions in the moment and manage those emotions, that stress, effectively. The first part of managing emotions… and stress … is awareness. Then deciding to not allow that negative energy to be carried, certainly not home at the end of the day.

Stress is often manifested when we recognize that the values we have identified are not being lived. 

And that should be addressed as we become stressed when our values are compromised.

We also become stressed when there is uncertainty and unclear or an absence of communication.

Develop an awareness of the cause of stress in your life and work on…develop… strategies so this doesn’t occur.

Self-care begins - with us - all recognizing the importance of ‘me time’. Of course, time spent with the team, with loved ones, with our partner and children is imporant. But ME time is paramount. Time to wind-down, disconnect, reflect for ourselves, is essential. 

Leaders should identify what it is for them which creates genuine ‘me time’ - and connect with that time as frequently as they need to.Self-care is not selfish.

Quite the opposite.

Caring for yourself allows you then to care for the other important people in your life in the best way possible.

As a leader, remember you are the most important person in your life and self-care must be a priority.

Only then can you share the oxygen mask.

Leaders Have Impact with Stories 

As children, we are told or read stories from a very early age.

Parents tell their children stories and the children are engaged and enthralled in the telling of the story.

Stories are told in every culture. Stories are fundamental in every faith. They are passed down from generation to generation. 

Because we are so conditioned to listening to and enjoying stories and learning from them, stories play a vital role for leaders as they share stories with their followers.

Leaders can tell stories of how the values of the organization were demonstrated by particular employee. They can tell stories of the impact of exceptional customer service. They can tell stories of how new processes and ideas were conceived by one single and somewhat junior employee in the organization.

Stories inspire people when they becoming engaged in the content, when they can relate to not only the story, but the elements of the story that lead to the personal outcome.

Sharing stories motivates and inspires.

Examples of stories which leaders can use occur every day.

The stories should be relevant, illustrative of what people can achieve quite simply, examples of motivation, and inspiration, which all can relate to.

People remember the key elements of stories and when told with passion, and with a connection to relevance, then those hearing the story can see how easy it is for them to achieve these things.

And the key elements of the story are easily remembered.

The story should be simple, relevant, relatable, and then those hearing it will likely be motivated.

Leaders should encourage others to share stories of behaviors, actions and outcomes they have observed.

We are all, every day, living our own story in this life.

And the stories leaders share will have more impact than a strong verbal directive.

And like so many leadership behaviors - it’s not hard to do.

Uncertainty is real.  By definition it is unexpected.

Organizations are faced with uncertainty ... from economic factors, to pandemics, to climate change... to meeting sales targets and even if the client meeting will begin on time.

Uncertainty can lead to significant impacts on resources and  time  or the impact may be minor, and even fleeting.

Leaders will have built relationship with their followers and in doing so there is trust.

Leaders communicate, empathize, they value the ideas of those they are leading, they listen  and they ask "What if .....?"

In times - or moments - of uncertainty, they ask "What do we know - now ?" "What are we learning now ?"

Leaders don't always have the answers.

But their leadership will bring clarity, reassurance and likely a clear path out of uncertainty, willingly drawing on the ideas, and wisdom of those they are leading.