About Paradigms of Leadership

An interested bystander on the journey of life.....

Do You Have A High Performing Leadership Team?

“I’m beginning to question whether we have spent sufficient time with the Leadership team preparing them for the months ahead. It’s inevitably going to be a difficult period and I don’t believe that they are well prepared to take on the changes that they need to make.”

Our discussion continued as we drove away from the plant. We had spent a considerable amount of time addressing the required restructuring of the group to improve profitability and competitiveness but precious little time addressing issues within the leadership team. Right from the beginning of our engagement the problem statement excluded any mention of the Leadership team and its role and yet clearly a lot of the existing issues had developed on their watch.

“Yes of all the groups in the organisation they are the least well defined, are under led and are certainly under resourced” my partner continued.

“It’s ironic, isn’t it, that the team that is best placed in the whole organisation to address these issues is the one that has most difficulty in doing so” I responded. “It’s as if they are too close to the issues to be able to make an objective assessment and take action.”

“You’re right” my partner continued “they lack both structure and direction probably as a result of the lack of independent input to their strategy and organisation.”

This last comment brought home to me the importance of external stimulus to the functioning of a Leadership team. It was clearly evident that this group had lost its way over the past years. Its purpose was unclear and its roles and tasks were poorly defined. And yet the irony is that, as a group, they possessed the highest level of authority in shaping their own working contexts.

“I propose that we get the group off-site somewhere to give themselves some space away from the day job to start addressing some of these issues” my partner was beginning to warm to the task ahead. “Probably needs to be over the weekend so that they won’t be missed by the rest of the management team. It will also help us to start breaking down some of the barriers and launch some team building work with them.”

His take on the situation was right on the mark. We needed to get the team to address their own shortcomings in a safe environment where they could begin to address how they as a group need to develop. The team dynamics did not support the strategy going forward and there were also some resource gaps in key areas that would seriously prejudice the successful implementation of the strategy.

The key issue now was how to broach this with the CEO in the morning. It was clearly going to be a delicate conversation…….

Does Emergent Leadership Play A Part In Your Organisation?

“This is my favourite time in any change management project. We’ve gone live and the organisation is beginning to find its feet. It’s fascinating to watch how the new relationships develop, the bonds are created and the whole thing comes to life.”

My partner and I had just left the headquarters of a medium sized group who we had been helping through a major restructuring programme.

“I agree; these are exciting times” I concurred as we drove through their security gates. “I share your fascination with this stage of the process. It’s going to be really interesting to see how the group adapts to the new structure over the next few months. They’ve brought a lot of new people in; some of them in pivotal positions“

The group’s senior management team had embarked on a major restructuring programme some nine months previously against a backdrop of reducing turnover and profitability. Whilst similar downturns had been experienced by the majority of competitors in the sector it seemed that our group had fared worse than the majority. The group had grown both organically and by acquisition over the last 20 years and served a wide range of markets competing primarily on the technical superiority of their products.

“Yes, it’s that part that worries me most” my partner continued. “Their competitive position is driven by their technology edge which is vested in key individuals within the organisation. I’m not convinced that this will be best served by the degree of centralisation that is being proposed”

As with most programmes that are executed in such circumstances the major thrusts were towards increased centralisation to improve control and stripping out several of the smaller non-core businesses to enable the group to focus on the more profitable elements of their portfolio. The group had also recruited several executives into senior leadership positions within the group to bolster what was perceived to be a structural weakness of the existing team.

“I’m still not convinced that the leadership team really understand how their teams function within each company.” my partner continued “The primary influence in the majority of the companies is the technical expert who not only understand the products but can also relate to the markets they serve. These are the people that the teams really trust and look to for guidance not the management team.”

My partner had highlighted a key issue facing the group going forward. The restructuring programme embraced a significant increase in the level of centralised control targeted primarily at increasing profitability through better allocation of resources and leveraging the group’s position to drive down cost. This would inevitably lead to a clash with the existing culture of informal technical leadership within the majority of the group. These largely self-governing groups are the cornerstone of their competitive position.

It looks like it’s going to be an interesting few months…..

How Do You Recognise Leadership Potential?

“I’ve been really impressed with Colin since his appointment to the Board at WireCo; he’s really blossomed – way beyond my expectations. I really didn’t think he had the necessary skills to make it to the top.”  My colleague was expressing a view that was shared by many within the organisation; I can remember the disbelief that greeted the news of Colin’s appointment to the senior ranks.

“Yes, his appointment raised a few eyebrows at the time. Sure he had a good reputation but it was more for being a safe pair of hands. Very capable but not somebody with the potential to make it right to the top was the view” I agreed. “It makes you think about how many others there are like him in their organisation. How much potential is being overlooked by their inability to recognise those who can truly lead?”

“How do you mean; they have one of the best Leadership Development programmes around and some of the best leaders I know” retorted my colleague.

“Yes, I know but much of that is driven by the investment in training and coaching that they make post appointment. Like most organisations I suspect they have a wealth of leadership talent that they’re not tapping into” I continued “It’s a paradox that organisations face when looking for talent”

“Hmmm, I’m not sure I’m following your line of thinking – care to enlighten me?”

“Ok. First off I’d like you to share with me your views on how WireCo approach the selection of their potential leaders” I asked.

“Well pretty much like most organisations, I suppose, they focus on their high achievers. The individuals within the organisation they view as having high potential and who, as a matter of course, get things done. The individuals who routinely excel on a personal basis and typically possess boundless energy and drive.”  You could almost feel their commitment oozing from his description.

“You’re right – that’s exactly what they do. They look for people within the organisation who have a strong orientation to achieve.” I responded.

“Well that seems to me like a pretty reasonable place to start” he continued.

“Yes but as you quite correctly say much of this is driven by their personal need to achieve which often results from either their ego or a need for power. But what the organisation needs from its leaders is the ability to set the context for the others in the organisation which is a very different skill set” I concluded.

“Let’s think about Colin for a moment. The surprise at his appointment was mainly the result of his lack of conformance to the model you suggest. Yet throughout his career he has been consistently demonstrated an ability to influence those around him. Not just his own team but other teams across the whole organisation along with his peers and most importantly his seniors. To my mind it would have been surprising had he not made it to the Board” I argued.

“So what you’re saying is that organisations should look to who the key influencers are when thinking about their future leaders”

“Well as you would say … it seems to me like a pretty reasonable place to start”

Leadership…..And The Change Management Paradox

“You know it never fails to amaze me how difficult managing change can be. Even when everybody’s up for it it’s just a struggle from beginning to end.” My partner was clearly suffering after a difficult week with our client. It seemed that everything that could go wrong had done so along with a few more things that hadn’t been foreseen by either us or the management team with whom we had been working for several months.

“I can’t see why you are so surprised” I responded somewhat unsympathetically as we sat down at a table to enjoy a well-earned beer. “You know that managing major change is amongst the most difficult of challenges that any leadership team can face.”

“Yes I know but whatever approach I take I cannot get them to buy into the need for them to change along with the rest of the organisation. It seems as if they are blind to the fact that the change impacts them as much as the rest of the organisation” my colleague’s frustration was all too evident. “They just don’t seem to accept that they need to change both individually and as a group as much as the rest of the organisation.”

It was a situation that we had faced many times before. The Leadership team’s focus was on the rest of the organisation. The imperative was to help the organisation to face up to the changes that needed to be made not to face up to the challenge that confronted them as a leadership team. The impact of change on the leadership team is often under-estimated primarily on the basis that they are more change oriented. This was certainly the case here.

“So, have you any thoughts on how we might change our approach?” I asked somewhat apprehensively given his mood. “It’s pretty clear that they are blocked as a team and almost certainly on an individual basis too. We need to find a way to stimulate some creativity to enable them to engage with more options”

My colleague nodded in agreement; his eyes drifting into the distance as he pondered the dilemma before us.

“The really interesting thing” he began after a few minutes “is that they are pursuing a really aggressive timescale when what they really need to do is to take some time out and create some space. I know that the Ops Director is concerned; his team is really creaking and I suspect that the Finance guy has similar concerns.”

“Well ok let’s use their concern as the way in. We can build on it and use it as the way to create some space. It will give everybody the chance to take stock and really think about the implications that the change has for them. Hopefully they will begin to sense the emotional and behavioural changes they need to take on.” I suggested.

“You know, if this were a systems modification we’d recommend using a sand-pit environment to really evaluate the change in a set of safe and secure circumstances – no damage to anybody but a massive learning opportunity for the whole organisation” he continued.

“So why don’t we do something similar” I suggested “call it Transition Space……”

Leadership…..Whose Values Is It Anyway?

“I was reading a biography of Gandhi the other day and I was struck by a thought that is really puzzling me” commented one of my graduate mentees in a recent coaching session. ”I can see why people who knew him and shared the experiences of his time would want to be led by him but what is it about Gandhi or any of the other great leaders that draw each and every one of us to them? ”

“An interesting question” I responded as I pondered the underlying complexity of this seemingly simple assessment of how we are prone to evaluate leadership. “What thoughts have you come up with so far?” I asked.

“Well, it’s pretty clear to me that whenever we describe great leaders we talk about their vision, their sense of purpose and their seemingly indefatigable commitment often in the face of overwhelming adversity. This was certainly true in Gandhi’s case” she continued “so much so that he was able to galvanise a whole nation.”

“Very true, a remarkable leader in anybody’s language” I concurred. “So you can describe the qualities that great leaders possess and how they related to their immediate followers; this is pretty standard stuff but how would you describe how this relates to you or anybody else for that matter?”

“I’m not sure I understand what you mean” she looked puzzled.

“Well it would seem to me that the sphere of influence of these great leaders extended way beyond their immediate group of followers. Their leadership (and indeed any leadership) can be viewed as extending to more than one context and provide the opportunity for additional groups of followers to exist” I continued by way of explanation.

“Ah, so you’re saying that when I think of a great leader it is in the context of a leader/follower relationship.” she enquired.

“Yes precisely” I confirmed “but in a different context. Whilst you may relate to the leaders vision that so inspired the original group of followers; you, I and numerous others are embracing the leadership activity itself. And we are doing this this through the expression of our own values not those of the leaders.”

“Ok, so you’re saying that the relationship that a leader has with his followers has no boundaries and that a leader can have groups of followers that he is completely unaware of!”

“Of course” I agreed. “Provokes some interesting thoughts about communication, doesn’t it?”

Coping With Organisational Turbulence….

“As a leader I’m often faced with leading cross-functional teams where it’s difficult to establish the link to the team’s goal and maintain the relationship with the individual functions. Have you any thoughts on how I could increase my influence in this situation?” This question arose recently during an informal gathering with a group of MBA students.

“Well first of all you need to recognise that’s the situation where all of us operate. Most organisations depend on their ability to work cross functionally to deliver their objectives. The problem really stems from how we think about leadership and the teams that we all lead.” I proposed.

“Sure” he responded swiftly “but instead of leading my team I seem to spend most of my time dealing with the ensuing bureaucracy to secure the buy-in from other functions that I need to get the job done!” I sensed from the knowing smiles of the rest of the group that it was a situation that was all too familiar.

“Ok let’s get back to some basics here. Firstly, let’s think about what leadership is; a simple definition would be that Leadership is the influence of a group to achieve a common goal. The problem with this view is its simplicity; Leadership must also embrace the influence of the relationship between the team and, its goals and objectives along with those of the rest of the organisation and the individual’s themselves.” I suggested.

“Each of your group members will belong to functions that have both goals and objectives around developing capability covering individual and functional requirements. Those functions will develop processes and standards to ensure their capability and will develop the skills of the individuals by accreditation and training. These skills and processes are the primary reason why you want the individual on your team” I continued.

“That’s true but it seems I have to continuously justify why I want the amount of resource that I need to deliver my team’s objectives”

“And so you should” I interrupted. “Your team members are probably also members of several other teams within your organisation as well as their home team. It’s the job of their leadership to ensure that their resource is being wisely used on the highest priority task. Your role is to help them by providing the necessary justification to secure the on-going allocation to your team.”

I could see from his reaction that he was having some difficulty with this concept.

“I imagine organisations as turbulent places where there is a continuous ebb and flow of tension between the constituent functions and groups. Whilst there may be overall clarity in terms of objectives there will inevitably be misalignment as these individual groups and functions respond to changes in the business environment.  A leader needs to recognise this and be ready to influence not only his team but also the organisation. It is the leader’s ability to cope with this turbulence that will deliver his team’s success.”

Does Authenticity in Leadership Get The Job Done?

“I’m really fascinated by your views on leadership but in my world I need something that I can take away and apply in the here and now.”

My coach expressed a view that is commonplace in many of the organisations I interact with on a day to day basis. The intuitive belief that authenticity in leadership is both good and valuable to the organisation somehow needs to be underpinned by tools and techniques that validate this assertion.

The problem as I see it is that in many of today’s organisation the dependence  on process compliance and efficiency as the drivers of organisational performance leads to a culture whereby everything has to be measured and if it cannot be then it instantaneously loses credibility in the eyes of much of the organisation.  In many respects it is a further example of the short-termism so prevalent in many of today’s organisations.

“So tell me, what sort of measures would you be looking for?” I enquired of my coach.

“Something that I can relate to my customer deliverables would be preferable. We need to show how we are adding value and impacting the bottom line. The problem is that I need to be able to show the organisation how being more authentic in our leadership approach delivers better overall performance.” My coach had a clear grasp of the issues facing her and indeed many of us in today’s corporate and non-corporate worlds. “If I can’t do this I will have real difficulty securing the resources that I need to develop the capability” she continued.

I could only empathise with her dilemma as I juggled the paradox in my mind that these very same organisations expressed the need to develop more empowered employees as a cornerstone of their future strategy.

“Interestingly the underlying principles of authentic leadership are focussed on the behavioural aspects of the leader that enables the organisation to deliver the best overall performance. Yes I agree that it is difficult to demonstrate the interaction between leadership style and performance but the underlying premiss is totally congruent with the organisational aspiration of delivering the optimised balance of deliverables to a broad church of stakeholders.” I responded.

“Sure authenticity in leadership is not the be all and end all” I continued “but combined with organisational capability and a modicum of technical competence it forms a pretty impressive armoury in any situation.”

Leadership Behaviours….. (Part 3)

“So tell me, if you think back through your career who were the leaders who really made an impression on you?” I asked my colleague as we headed towards the local diner.

“That’s really difficult for me to answer – there have been so many. My first boss made a real impression on me; nothing fazed him, he approached every situation in the same way. It didn’t matter to him whether we were facing the biggest crisis in the company’s history or thinking about developing a new opportunity he just seemed to respond in just the right way.”

“Hmmm that’s an interesting observation” I responded “so, what was he like as a person?”

“The first thing that struck me about him was his depth of experience. Sure he was nearing retirement but even so you could not be anything other than impressed by the range of his knowledge; he just seemed to know a lot about everything” responded my colleague enthusiastically “but I think the most impressive thing about him was the degree to which he influenced the entire organisation – way beyond his remit and certainly well above his pay grade.”

“You know it’s funny but you meet an awful lot of similar individuals within many organisations; the whole of the organisation just seems to depend on them. Tell me some more about your man” I continued.

“He was really positive and totally confident not only in himself but in all of us too. It just rubbed off on you; it seemed that we could achieve anything – and we did. But he was also probably the strongest person mentally that I have ever met.”

I smiled inwardly.

“I remember the speech his boss made at his retirement presentation. His list of achievements was endless. He’d played a key role in every major development within the company in the last 25 years and was highly respected for his ability to beat the odds and bring the job home.” he continued. “And yet I also learnt that he’d experienced more than his fair share of setbacks in his personal life. I just cannot work out how somebody who had gone through so much could remain so positive and upbeat.”

“Well I think that may depend upon your perspective on these things “  I concluded.

Leadership Behaviours….. (Part 2)

“You know, I’ve been thinking about our discussions over the last couple of weeks and there’s something troubling me” my colleague opened with as we sat down for what was becoming our regular discussion over coffee. “You seemed to be saying that it was really important that a leader shouldn’t be overly influenced by the thoughts and views of others but surely it’s important that these other views are considered”

“Well yes of course it is” I countered. “What I meant was that as a leader it is really important to be seen as operating in a way that is true to your own values and that your actions and decisions are a consistent reflection of them. I think what you’re talking about is something subtly different.”

“Hmmm, I’m not sure I understand the point you are making” responded my colleague with a somewhat puzzled expression.

“I think that what you are talking about is what I would call objectivity” I continued by way of explanation. “Others call it by all sorts of different terms such as taking a balanced view or remaining independent but we’re all pretty much in the same area. It’s about recognising that in any situation as a leader you need to able to embrace the views of others including most importantly those that you disagree with.”

“That sounds to me like you are advocating compromise” responded my still somewhat confused colleague.

“No – definitely not. What I am saying it that, as a leader, you need to recognise that all viewpoints have their strengths and weaknesses including your own. It’s really important that in deciding on a course of action you consider and evaluate everybody’s views and opinions and then make a balanced judgement based upon the full picture. In my opinion it’s probably the surest way of developing trust and respect between you, your team and your organisation.” I enthused. “It shows that you are open about your own perspectives but are also objective in considering those of others.”

“I think I’m beginning to understand what you mean but it still seems somewhat paradoxical. I think I need a little time to think this through” responded my colleague as he put down his coffee cup.

Leadership Behaviours…..(Part 1)

“Last week you shared with me how central you felt a leader’s self-awareness is in relation to his overall success but I’m sure there’s a lot more to it than just self-awareness” my colleague was nothing if not persistent.

“Okay, okay. Let’s meet up later on and I will explain how it fits in with a number of other things that enable good leaders to perform irrespective of the challenges they and their organisations face”

And so later that day we met once again in our in-house coffee shop.

“So” I started as we sat down at one of the tables with our cappuccinos “as we discussed last week I believe that self-awareness in a leader is fundamental to establishing how he or she operates on a day to day basis. It’s primary to the determination of how the leader will behave and more importantly how they are perceived to behave by everybody else.”

“Let’s think about an everyday situation to help me explain how it works.“ I continued “How do you react and feel when your leadership team slavishly recite the corporate mantra as the justification for a proposed course of action?”

“Well, I tend not to respond very well quite frankly“ he replied. “Everybody in the organisation knows that the leaders aren’t really doing their job. They’re not adding value; they’re not thinking and they don’t appear to be committed – the message is that it’s somebody else doing the leading not them”

“Precisely” I continued. “They are allowing the organisation to influence their behaviour instead of behaving in a way that is true to their own values and beliefs. You get the impression that when the chips are down they will toe the line rather than stand up for what they believe to be right”

“Too true” responded my colleague. I could tell by his faraway look he was recalling times from his past where this sort of leadership behaviour had occurred and how he had felt about it. Clearly these were not good memories.

“What people look for in a leader is consistency.” I continued. “By being true to their own morals and values they will both behave with consistency but also be seen to behave with consistency by everybody and won’t be seen as being overly influenced by the thoughts and behaviour of others. Sure a leader needs to be aware of and responsive to the views of others but he should not be seen to be overly influenced by them. In short he needs to be seen as being his own man.”

“But in today’s corporate environment it can be really difficult to behave in the way that you suggest” he correctly concluded.

“Yes but in the long run both the organisation and the team will benefit as the leader takes action that is in line with his expressed beliefs and morals.”