Category: Strategic Leader

Topics for experienced leaders

What is servant leadership and how do organisations benefit?

Servant leaders are revolutionising the art of leadership and the running of organisations. So what is servant leadership and how can organisations benefit?
The role of a leader has been traditionally associated with authority, assertiveness and power. A leader is often perceived as someone who hands down tasks, assigns roles and chastises failure. This perception is not wrong. Many leaders possess authoritarian personalities and tell other employees what to do and how to do it. A workplace may become silent, or staff experience a sense of unease at the prospect of a meeting with the head, for example.
Servant leadership turns this form of outdated thinking on its head.
What Is Servant Leadership?
The term ‘servant leadership’ is not new; it was coined in 1970 by Robert K. Greenleaf. In his famous essay, ‘The Servant as the Leader’, the underlying concept is that the leader serves the people they lead. This is radically different from the traditional leader who wants to lead through power and control over others.
Servant-first and leader-first are two extremes of a continuum where most people fall somewhere in between. An individual who practices servant leadership focuses on the growth and well-being of their people. In this case, the employees are at the top of the workplace hierarchy, and the leader willingly occupies the bottom.
What do Servant-Leadership qualities look like?
The serve-first mindset motivates servant-leaders to empower their employees instead of brandishing a do-it-or-else approach. Their primary purpose is not to enforce power, but to unleash the teams creativity and potential. By doing so, servant-leaders produce positive, lasting results in terms of employee morale, engagement, and retention. Positive company culture is born, and all these factors ensure that productivity hits an all-time high. At the same time, the bottom line gets boosted on its own, without negative tactics, aggression or stressful ultimatums.
Good leadership qualities that reinforce this typically result in performance growth that only gets better. Most traditional business leaders are positional managers; they oversee transactions that are often conceived and executed by their staff. Such leaders derive their authority solely from the fact they are the bosses.
But servant leadership moves beyond the traditional model and does not depend on a sense of entitlement. Servant-leaders support and encourage staff. Furthermore, they seek to align the team’s purpose with the company values and mission.
Driven and motivated staff perform at high levels, feel appreciated, and continue to develop as future leaders. Moreover, observation and emulation train them to adopt the same leadership behaviours, in turn. So in addition to producing exceptional results, servant-leadership sets a positive cycle that self-perpetuates. In this way, servant leadership benefits the organisation.

Servant Leadership Characteristics
We have seen that the concept of servant-leadership involves letting your ambitions and needs to take a backseat and moving away from autocratic leadership models. But a good servant leader knows when to find strength in the guidance and feedback from their team.
It’s not necessary to become best friends with your employees in order to empower them in the right way. You just need to connect and develop your staff in a safe and supportive way.
So how do you practice effective servant leadership skills?
1. Start with on-boarding
Once new employees have been welcomed and familiarised with their duties, the servant-leader connects with the individual one-on-one. Next, ask them about first-impressions and their opinions. This will introduce them to the concept of serving others right at the beginning.
2. Listen attentively
Pay attention to your team and listen to what they’re saying. Seek their feedback proactively and ask for their ideas and opinions. By observing and listening carefully, you become aware of their strengths and weakness and can adapt your leadership approach to serving them better.
Influential leaders spend at least 25% of their time developing future leaders.
3. Give credit where it is due
Did someone come forward with a fabulous idea to save money or time? If so, give them their due by praising them (if possible, in front of their peers). Also, refrain from hogging the limelight and stealing credit.
4. Make meetings more collaborative
Do you find yourself talking the most during meetings? If so, control your urge to interupt. Encourage every member to offer their ideas.
To Learn more about running effective meetings, see our related article here] .
5. Accept feedback gracefully
Conduct anonymous surveys and process negative feedback calmly. This grows an appreciative culture where employees feel empowered to voice their opinions. Complaints are reviewed without the fear of reprisals.
Servant leadership and how organisations benefit
By practising servant-leadership and serving your team, you can build a better and happier business with a boosted bottom line. As a result, Servant-leadership is a winning formula that challenges traditional autocratic leadership styles and nurtures a more democratic workplace environment. Now that is leading artfully!
Recommended reading:

May 10, 2021
The most sought-after management skills

The most sought-after management skills
Today’s job market is more competitive and technology-driven than ever before. The most sought-after management skills by employers still include a range of both hard and soft skills.
The process of building a robust skill set doesn’t end; you need to keep sharpening your skills to remain marketable. And hard and soft leadership skills are equally important. Managers need to work with proven methods and processes, as well as people.
[For more information about the differences between leadership and management, see our article here.]
The most sought-after management skills
Today’s job market is more competitive and technology-driven than ever before. The most sought-after management skills by employers still include a range of both hard and soft skills.
The process of building a robust skill set doesn’t end; you need to keep sharpening your skills to remain marketable. And hard and soft leadership skills are equally important. Managers need to work with proven methods and processes, as well as people.
[For more information about the differences between leadership and management, see our article here.]

So what are hard skills?
Hard skills are job-specific technical skills. These are know-how that is learned through education, training, and doing. Examples include accounting, digital/computing, engineering, or construction, among many others.
In general, hard skills can be quantified, measured, and evaluated. Managers can provide evidence through certifications held, or job history. So unsurprisingly they differ widely across industries. But some hard skills are key in all management roles, such as financial acumen to manage budgets, and (increasingly) good digital skills to manage the work, no matter what the industry.
So as well as good financial and digital skills, the most sought-after management skills wanted by employers today focus on soft-skills. These are what differentiate you.

So what are soft skills?
Soft skills are traits that describe your ability to connect with others. But why is this so important? When you hear that over 50% quit their jobs due to managers lacking soft skills, it is clear why. Project managers with well-developed soft skills, for example, are not only popular with team members, but also develop better relationships. Trust builds and accurate information flows more freely, improving results.

7 essential soft skills that every manager should possess
The following soft-skills are in demand for managers in any industry or sector:
1. Communication
Skilled communicators clarify direction and purpose, reducing the chance of misunderstandings. Managers can improve their communication skills by:
> Identifying barriers like excess jargon, misunderstanding of non-verbal cues, and harbouring assumptions.
> Listening more and being able to understand what people are not saying.
> Learning how to ask the right questions to gain clarity.
> Developing the art of speaking to a group of people.
> Delivering negative feedback courteously but firmly. Learning how to disagree without being disagreeable.
2. Teamwork
Management involves motivating teams through teamwork to achieve goals. Teamwork fosters unity and workplace synergy. It harnesses diversity of thought and promotes efficiency. On the other hand, poor teamwork can demotivate staff. It reduces morale and can lead to loss of valuable talent.
Therefore, you need the following leadership skills to promote teamwork:
> Practice good communication skills
> Clarify shared goals, objectives and vision.
> Provide a clear roles and responsibilities.
> Resolve conflicts quickly and efficiently.
> Conduct team bonding exercises.
3. Decision-Making
A manager’s decision-making skills can make the difference between success and failure. Here’s how you can be a good decision-maker:
> Eliminate biases to make fairer decisions.
> Use evidence and gather information to make decisions.
> Make tough decisions after careful consideration of consequences.
4. Problem-Solving
Problem-solving is a key management skill that helps you stand out from the pack. Attitude to problems is also key. It is important to remember that problems happen all the time. Think of them as an opportunity for improvement, rather than something to hide, blame, or avoid.
So, managers can become better problem-solvers by:
> Identifying the real issue.
> Considering others interests and views.
> Listing out options and weigh the pros and cons of each.
> Document the solution. Can it be prevented from happening again?
> Treat problem-solving is a multi-step process. It involves research, creativity, analysis, communication and reflection.
5. Empowerment
Empowered employees are typically more loyal, efficient, and productive. Give experienced staff more autonomy. By empowering them you are getting out of their way to do their job. You are showing them you trust them, but also letting them know what to do if things deviate. They then become less risk-averse and more open to innovation and creative thinking. Empowerment also gives the manager with more time, since they don’t need to handhold staff.
6. Empathy / High EQ
Empathy (or emotional intelligence) is the ability to identify and understand another person’s feelings and opinions. Lack of empathy can lead to fear, suspicion, resentment, and staff turnover.
So, you can improve your empathy by:
> Redefining how you listen; listen mindfully, carefully, and compassionately.
> Be present; when someone is talking to you give them your full attention. Look for queues in their mood, stress-levels, and other body signals.
> Avoid jumping to hasty conclusions.
> Refrain from making silent judgement about people
> Show your team members the support they deserve.

7. Forward-thinking
Forward-thinking managers are driven by vision and are recognised as leaders. They are make bold decisions and take calculated risks. They can understand the true value of relationships staff and stakeholders. Forward-thinking leadership is strategy and action-oriented. They know how to articulate long-term vision into manageable way-points but can respond to changes. In other words, they effectively breaking down large goals into smaller executable plans. This also makes it easier to respond to changes and be flexible.

Final thoughts
Whether you are negotiating a contract, interviewing for a position, or resolving a work problem, you use your soft skills constantly. The most sought after managers possess the requisite hard skills for the role. But they are also competent in these seven essential soft-skills enabling them to respond to a changing world.
Recommended reading:
Flex: The Art and Science of Leadership in a Changing World – J Hull
Age of Agility: The New Tools for Career Success – A J Wilt

October 15, 2020
Leadership skills for 2020 and beyond

Leadership trends
Effective leadership skills have never been so much in demand as they are in the face of worldwide disruptions. But leadership skills for 2020 and beyond are changing. According to New Zealand’s Institute of Management, leadership is in the process of moving away from positional or power-related perspective to a more team-centric approach.
With the world in flux, what essential leadership qualities will help steer organisations safely to the other side? This article highlights the important leadership skills for 2020 and beyond.

Leadership Skills: Definition and relevance
Leaders must be able to lead the organisation and employees to success. But they also are dealing with increasing uncertainty. With organisations juggling new new levels of interconnections, many are shifting to flatter hierarchies.   What’s more, as businesses get impacted by tighter financial markets the post-GFC catch phrase is back, “do more with less”.
Regardless of these challenges, the definition of a leader hasn’t changed. They still need to encourage initiative, build a sense of purpose, inspire and empower teams, to deliver results.  But what is changing is the focus on specific leadership skills for 2020 and beyond. These build on core skills, with abilities to respond to changes in society, business structures, and technology.
The core: Our top 7 leadership skills
First, let us consider the top 7 core leadership skills relevant today. The best leaders possess certain timeless and sustaining qualities. Let’s examine these leadership styles one by one.
1. Honesty, courage and integrity
Leaders should stand up for what they think is right. High levels of integrity help foster trust among employees and customers alike. In Jon Huntsman’s best-selling book, ‘Winners Never Cheat’, he highlights the value of never taking shortcuts in the game of business.
Honest leaders follow through on promises, speak ugly truths if they need to and err on the side of fairness.
2. Purpose and vision
In simple words, vision in leadership means paying attention to the things that matter the most. Leaders who act on their vision achieve their goals and are not held back by obstacles and hurdles. A visionary leader is persistent, risk-taking and inspires employees to develop a strong sense of purpose.
3. Value-based decision making
Organisations need a leader who makes decisions that align with company and personal values. In this rapidly changing world, the past is no longer an efficient predictor of the future. Consistent implementation of values help the organisation stay true to what it stands for.
4. Empathy
Empathetic leaders tend to be the most influential leaders as they are able to understand the needs of others. Contrary to popular belief, empathy is not a ‘touchy-feely’ skill but an attitude of acknowledgement and acceptance. It takes practice to develop and maintain. Empathetic leadership creates bonds, guides understanding and provides insights into the feelings of others.
5. Humility
Humility may sound counter-intuitive to assertiveness and charisma, but it is one of the most desirable leadership skills. It is not to be confused with subservience or weakness.
Humble leaders appreciate that they may not be the smartest person in the room. Practising humility involves focusing on employee needs first (like servant leadership practices, for instance), listening carefully to feedback and respecting differences in opinions.   [For more information on servant leadership, see our article here.]
6. Resilience
Resilient leaders are those who view setbacks as temporary obstacles that can be overcome. They maintain a strong sense of opportunity during stressful periods and have a stronger sense of self-awareness.
They sustain a positive attitude and are driven to resolve problems by encouraging innovation and robust decision-making.
7. Accountability
A culture of accountability makes leaders answerable for their actions, behaviours and decisions. Accountable leaders do not play the blame-game; they ask incisive questions, can identify risks or pitfalls, and seek improved ways to achieve outcomes.
So, Leaders can become more accountable by setting clear-cut realistic goals, expectations, and priorities.

Emerging Leadership qualities for the 2020s
On top of the 7 core leadership skills, the world is changing and leaders need to adapt. Consider the work environment in context to the world we live in. The COVID crisis, global dissent, economic challenges, climate change, and generational divides do impact the work environment. Equally, demographic shifts in culture and race dynamics mean leaders need new adaptive skills to survive and thrive.
Cultural awareness and a collaborative mindset
Many companies are now hiring remote teams from other countries to keep pace with changing demands. Therefore leaders need to be able to handle employees, customers and other business entities across complex global markets. They need to control assumptions and not stereotype, and be even clearer with communications. [For more information on identifying what your unconscious biases may be, see our article here.]
Technical competencies
Information Technology (IT) literacy is crucial as the world of business is increasingly driven by technology. As such, skills need to go beyond mere ability to use the basics. Understanding of technical project governance, technology risks and opportunities, and cyber security concepts are becoming a prerequisite . This enables a modern leader to leverage technology to revolutionise organisational processes and drive company goals.
Innovation and forward-thinking
To remain competitive, businesses need leaders who can use mental flexibility. This includes promoting creative thinking, encouraging innovation, and thinking system wide. Including different ways of thinking and decision-making in business is key to innovation.
Emotional intelligence
A critical skill for a high performing leader is how they manage business relationships. And key to this is having a high emotional intelligence. Emotional intelligence is your ability to motivate and understand others. Many experts argue that this may be more important than IQ and forms the basis for superior leadership performance.
[Note: You may also find our article on sought-after management skills useful]
Final thoughts
Good leadership goes far beyond competent management skills. Powerful leadership is the ability to embrace economic realities, and win hearts and minds to new ways of working. Innovative, adaptive, and people-focused leadership skills for 2020 and beyond are much needed. While this list may seem exhausting, the key to sustainable leadership development is to focus on improving 1-2 things at a time. What do you need to work on?
Recommended reading:

October 14, 2020
How to manage up and across at work
It is not only important to manage those you may lead and yourself, but also influence your boss (managing up) and your peers (managing across). This is what we mean by learning how to manage up and across.
Understanding how your boss ticks
As we all know, bosses come in all forms. If you are fortunate then you will work for an organisation that puts talent ahead of nepotism or expedience. A boss who you trust, and who likewise trusts you, is the foundation of a healthy team. When you achieve this you can start applying your skills effectively to influence positive outcomes for yourself, your organisation, and your team. This is why you need to be good at managing up and across.
But if you find it difficult to work with your superiors in general then chances are high you will be unhappy in your work, and often feel under pressure. If the cause of these difficulties aren’t based on conflicting values or ethics, then they should not be able to be worked through.
Sizing up the boss
To begin, have a good look at your boss, the person who has authority over you. To be able to manage up and across, then understanding how the boss ticks is crucial. Here are some of the different types along with behaviours. Some of which may be challenges that you will have to adjust your approach to overcome:
> Someone who you trust implicitly.
> A down-to-earth, nice person.
> New, who you have never met before.
> One who works in another location from you, and you rarely see.
> An insecure boss.
> A know it all, someone who regards themselves as a font of wisdom.
> An indecisive boss.
> A micro-manager or control freak.
> Someone who gives you conflicting messages.
> A hands-off boss.
> Purely reactive and does not seem to plan well.
Having sized them up, get to know them. Find out as much as you can, such as:
> What do they value the most both as a person and at work?
> How do they prefer to communicate? In person, phone, or email?
> Do they like details and facts, or prefer people who get to the point?
> Are they a pragmatist, or prefer deep consultation and analysis?
> Are they intuitive?
> How have they been shaped by past career experiences?
> What role are you expected to play?
By understanding what makes your boss tick then you can start to identify what motivates them. This is not to manipulate them, but to better understand them.
[To learn more about motivation, check out our related article.]
Also, if you are new to the organisation then get in contact with your predecessor and others who know them. Set off on the right foot, ask them how they want to work with you and what they feel is important? Also, as a recent HBA article puts it, “don’t assume your expertise is self-evident. Instead, establish your expertise before doing business with new colleagues”. You can do this by explaining how you have added value in similar roles or situations when you first meet.

Aligning with your boss
When you successfully align with your boss:
You embrace the mission they gave you.
A positive working relationship has developed.
You can anticipate their needs.
If you see problems coming, then they trust you to let them know before they have to react. You never let them get blindsided.
You are effective in your role. As Steve Covey said in a best-selling book^[1],” Effective people do two things: They strive to do excellent work, and they prioritize.“
Your boss knows about your talents and how to best use them.
You do not overuse their time and catch-up only when you need to.
The boss learns to appreciate you. You consistently under-promise and over-deliver.
You never play games. Most people soon see through it when people aren’t being authentic and have a sixth sense^[2] and somehow or other the good ones see through this sort of deception instantly.
You take responsibility of your mistakes, and your boss learns to trust your judgement.
The boss sees you as a professional who can be relied on to stay above office politics.

The key to managing up
Once you have a healthy relationship with your boss, and they respect your talent and ability to work as part of a team, they will give your views greater weight and validity. That is when you can begin to influence plans and outcomes. The knowledge of how to manage up and across is a critical ability for any leader.

Managing Across
Next we look at the subtle differences with peer relationships. Influencing the decisions and actions of your peers and co-workers is called managing across. Most of us work in environments where we need to call on skills and resources from other teams to achieve results. Especially when developing new products or services, or managing projects.
To successfully manage across an organisation, you likewise need to build the trust of your equals, so you can call on them when you need to. Even though you have little or no organisational power over them.
Key tips for achieving this include:
Maintain good working relationships with your peers and learn how they prefer to communicate. Is it in person, over the phone, or email?
Play fair. There are times when you can help them, so make sure there is a bit of give and take. Be there for them so they need you. They will be far more willing return the favour when the time comes.
Ask for advice and include them on decisions that may require their input later.
Plan ahead and do not blindside them either. If you foresee issues that impact your peers, give them the heads up.
Talk about rules of engagement. Ask them how they like to operate and collaborate. This is paramount for keeping things professional.

Final thoughts
The success of an organization to a large extent is dependent on the management team working well together. If key members act with self-interest rather than for the organization, the management team often become dysfunctional. Cooperation is replaced by competition between members, which undermines teamwork.
A high-performance management team, on the other hand, is completely dedicated to the organisation’s objectives. It functions like a well-oiled machine. And to further improve the performance of this well-functioning machine, there is one additional thing you should practice. Be positive. In addition to being a trusted team player, if you are optimistic, then your peers and your boss will appreciate it. It helps maintain confidence across the group, even during the most challenging times. That is truly the secret on how to manage up and across, well.
References:
[1] Covey, S. R. (2004). The 7 habits of highly effective people: Powerful lessons in personal change. Simon & Schuster.
[2] Jon, B.R. (2017). Leadership And Led: Are you born to lead? Do you want to lead? The Sixth Sense? Destiny? Charisma? [Kindle version]. Retrieved from Amazon.com
Recommended reading:
October 12, 2020