In his article Are You A Leader Or A Follower?, Travis Bradberry asks some excellent questions which largely help you understand whether you have the profile of a real leader. Like Bradberry says “Leadership and followership are mindsets”, it is true, either you are born a leader or you are not.
So have a look at the article – it is the moment of truth.
The article is posted on Forbes.
Even though leadership expert Roselinde Torres’s Ted Talk dates back to 2013, the question she deals with is hot topic:
What makes a great leader today?
Roselinde Torres has spent 25 years studying the question, observing more than 4’000 companies. She comes to the conclusion that there are three questions to be posed :
- Where are you looking to anticipate the next change to your business model or your life?
By observing yourself – your whereabouts and your environment – and then analyze it can help you detect upcoming shifts and important changes.
- What is the diversity measure of your personal and professional stakeholder network?
Your network is important. If you are capable of collaborating with people that think and act fundamentally differently than you, together you can more easily identify new patterns and disruptive trends.
- Are you courageous enough to abandon a practice that has made you successful in the past?
Finally, do you dare get out of comfortable and familiar practice ? Chose new paths, even if it implies taking risks?
Anticipating new trends, socializing and working with people with other backgrounds and perceptions than you allow you to stay ahead and prepare for the future rather than undergo it.
Leaders of the 21st-century see around corners and are already prepared for whatever tomorrow will bring.
Being a leader in our profit-driven world is not easy. We are constantly under pressure of performing and also increasing our team’s performance.
The article The Missing Links in Leadership, published by the Australian Institute of Management, reminds us of two characteristics necessary to maintain a healthy environment in a busy workplace. Those are compassion and empathy.
As Kerry Anne Cassidy explains in this article, being compassionate everyday “is about ensuring you have the right intention in approaching a situation or person”. That is making sure you first get a grip of the situation (or the other person’s feelings) rather than making suppositions before handling.
Further, Cassidy defines empathy as recognizing and acknowledging an other person’s feelings – even if you do not agree with them. She gives some great examples on how true empathy works. When a team member comes to you with a problem, there is a huge difference between saying “I understand how you feel” and “You are feeling hurt because…”.
Knowing how to be compassionate as well as understand and practice empathy is an important part of emotional intelligence.
As a manager, the goal is to have a team that performs greatly in a conflict-free environment. How is that possible? Joseph Grenny explains how in his article How the Best Managers Create Culture Peer Accountability posted on LinkedIn.
That is by applying the Peer Principle, which basically means concentrating less on vertical performance management and more on peer accountability. Team members are encouraged to handle assessment among themselves, including issues of conflict. By being responsibilized, problem-solving mainly happens directly in the group with minimal involvement of the manager.
The article further describes how to implement such culture. The baseline is of course to be a model yourself – confront your concerns directly with the persons involved rather than complain to others. Further, new expectations, together with useful skills, should be explained and taught to the team using positive, speaking examples.
“Investing in the Peer Principle takes time up front” explains Joseph Grenny, “but the return on investment happens fast as you regain lost time and see problems solved both better and faster.”