The Leadership Challenge Middle East

There are several leadership myths. One of them is  'leadership is hard'.Another that it is tired to the position or rank that you have.But the one above all, that still exists today is that you have to be born to be a leader.You have to be born to be an accountant, school teacher, mechanic and even cryptocurrency billionaire.In my workshop, I will say to participants that I’m yet to hear of the midwife or OB/GYN, when they deliver a baby, exclaim “Well, it looks like we’ve got one here, that’s the third leader this week. Yup, he’s a leader.”Jim Kouzes has said, loud and clear - since the first edition of The Leadership Challenge - we are all born. If you want to be a leader, that’s your choice. Leadership is learned. The best leaders learn every day. Leadership behaviors have little to do with the manager who makes micromanaging an art form. It has little to do with the managing director who controls by fear. Simple, learned behaviors which build relationships, which shows the leader is true to his values every day.A leader doesn’t need a uniform with gold or silver braiding to genuinely and in a way that has real - relatable - impact to recognize the good work of the individual and the entire team. He or she doesn’t need to have an office three or four times larger than anyone else in the organization to say a simple “Thank you”.Authentic leaders make mistakes, they ask their direct reports “what can we learn from that ? And then “This is what I learned ….”They regularly ask : “How can we do it better?” And surprisingly they ALLOW everyone in the team to perform better than they believed they could.Hang on, if they were born to be a leader, how could they carry all these behaviors on their DNA until a switch is engaged when they become an adult and with rank, or an important sounding title.Instant leader! No. Leadership is an aspiration.You want to be a leader ? Congratulations, your journey has now begun. So please, can we finally knock that myth on the head?

Leadership and Workplace Safety.In every workplace, in every part of the world, the safety of all workers, in every respect, is paramount.But what has leadership got to do with safety.After all, there’s usually a list of guidelines, even instructions on specific compliance required.This may be as simple as “wear a hardhat at all times”. The guidelines in most cases are prepared and reinforced by the health and safety department.Simple, straightforward and followed by everyone at all times – completely.That’s what the safety manager would expect.But that’s not always what the safety manager gets. Simply telling staff members to “follow the rules“ doesn’t always mean they will do that .What if we introduce leadership into the delivery of this key information? As we keep saying, leadership is a relationship. In the context of safety, the person delivering the message will get far better results - at the individuals will get safer outcomes - if there is a relationship between them and the person delivering the message.The individuals receiving the information on critical safety issues, will internalize the information not as an edict or a rule but rather information given to them because the safety manager cares about them.Of course, the safety manager will be modeling the way, living his values - showing that he really does care about their safety.The leader may talk about creating a future where every employee knows that because they embrace safety in the workplace, that every day they will go home safely to their familiesThe third practice of the Leadership Challenge - Challenge the Process – would clearly encourage not only the safety department, but also a member of the team where the safety requirement apply, to ‘find a better way’, a safer way. This is not to compromise safety but rather to find a stronger or more robust way of guaranteeing safety.The best leaders ‘enable others to act’.This not only empowers team members ‘find a better way’ but to take accountability for their own safety and the safety of others. Of course, as leadership in the safety area leads to greater involvement and therefore more safety for everyone, the leader of all and acknowledge individuals and the team for the positive outcomes that have been achieved.Because 98% of people say they perform at their best when they’re encouraged, this outcome will certainly apply when they are encouraged specifically in the health and safety area.It’s recognized that statistical records of positive improvement in the safety area have a direct impact on team members responsibility to safety.Comments from the safety leader like “wow – we have a 23% decrease in workplace accidents in the last 12 months because all of you paid particular attention to creating a safe workplace” have a real impact – and a desire to get a better result in the coming 12 months.Safety leadership will get far more positive results than safety management.In simple terms, less injury - minor and severe - maybe even zero.That’s what every team wants.

Should Leaders Forgive ?One of your team has been late for meetings three days in a row.Another team member has failed to follow up with a new client on what would have been significant business and the client and you then hear that the client is taking that business to one of your competitors.One of the team members is four days late with his weekly report.Managers in this situation may look for retribution, some form of ‘punishment’.Some managers may even wait for a moment when they can ‘download’ their feelings to these individuals.In this process of holding on, they are carrying negative feelings towards this person or these people who have created some issues.Life is too short to be carrying, what is like ‘negative baggage’, in the mind of the manager. And these ‘grudges’, carried silently, can impact mental health.Leaders, especially exemplary leaders, carry a value which is often displayed by adherents to the major religions: forgiveness.A simple act, often done in silence by the leader by saying “it’s OK, I forgive him“ will allow the leader to move on.Of course, in moving on, there may well be discussion with the individual concerned, where the leader will simply say : “You’re not going let that happen again are you?Often a simple comment like this will have more impact on the individual, making his or her determination to a avoid mistakes even stronger, because they know that their leader will not hold this against them, that he or she has forgiven them.Forgiveness is such a powerful act, just in those few words, but the individual to whom the forgiveness is directed will absolutely, in most cases, want to make sure that that issue never arises again, the leader does have to show forgiveness.Knowing that authentic leader is not going to carry any negativity because of actions or words of the individual, builds even more respect to their leader, in the mind of the person who may have been given that forgiveness.Who do you need to forgive?At the end of each day, why not recall the events of the day and just identify if there’s anything anyone may have done who you should silently give forgiveness to.Likely, you’ll have a better sleep because of that. And overall, the respect that others have of you will grow even more - because you forgive.#Leadership #Leaders #Leading #Forgiveness #Forgiving

Are You a Perfect Leader ?You’re a leader.You build relationships with those you are leading.You articulate regularly the shared vision for the team. You enable the others in the team to perform beyond what they believed they could.Together with the team, you achieve all the annual objectives.You practice leadership every day.And were you told that practice makes perfect?Sorry but practice makes improved practice. Not perfect. Close, maybe.So what is 'perfect' when it comes to leadership? In The Leadership Challenge, first written nearly 40 years ago, by Jim Kouzes and Barry Posner and is one of the most widely recognized books on leadership globally does not contain the magic formula for perfect leadership.In The Leadership Challenge the word ‘exemplary’ is often used: The Five Practices of Exemplary Leadership are the cornerstone of Jim and Barry’s forty years of on going, evidenced-based research.Guess they didn’t find any perfect leaders. One of the most important aspects of lits behaviors is authenticity. Leaders who are authentic are relatable: they make mistakes just like us mere mortals.They build relationships, particularly through the trust and credibility which they live every day.Exemplary leaders will ask themselves: “How can I be a better leader tomorrow than I was today?”They will ask team members “How does what I do affect your performance?”these don’t sound like the sort of questions that a perfect leader would ask. Why would he or she need to ask, anyway if they’re perfect?So I’m sorry, no 10 out of 10No “practice makes perfect”, either.Just every day practicing to be a better leader than you were yesterday.Then at the end of the day, you can genuinely reflect on the amazing performance of your team in the day just passed.You can say “Yep, THEY did it…with a little help from me.”And tomorrow I’ll be a better leader than I was today. 

Aristotle said ‘courage is the first virtue’.But where does courage have a place for leaders? We could say that courage has a place very much in our daily lives. The decisions we make even simple ones often require a deal of courage.Of course, the opposite of courage is fear. Some people are so fearful of making a decision that their life is impacted negatively - regularly. Managers, often cloak their fear when making decisions or giving directions by asserting themselves, as assertiveness has become a default behavior.Implied in their assertiveness is “do it my way, because I said so “.Likely, the team of developed an entrenched response, not to challenge the manager’s assertiveness. Many of the very successful decisions in the corporate world – let alone in our daily lives - has required courage.We look to our leaders to live their values. Sometimes leaving your values, deeply held values, can require courage. This can occur when the leader is required to do something as a directive from senior management, which may compromise his or her values.When this occurs, it can require courage to explain to senior management why their directive is challenging for them.Courage is required when exploring the vision with the team - inspiring a shared vision. Any worthwhile vision, one that is hopefully going to embolden the team, to and inspire them requires courage.After all, the vision may well involve overcoming the doubts of the team as likely it will involve uncertainty from the team members.Through their courage, there maybe times when their courage inspires others to be courageous, to not be held back by their fear.Leaders may even encourage team members to make decisions which were beyond the usual parameters.Aristotle may well be tight, proven so by the decisions taken as history shows considerable impact by those who had the courage to ‘take a big step forward’.#Leaders #Leadership #Courage

Contagious or contagion in the English language is usually used to describe an infectious illness or disease.We know, even the common cold passes from one person to another, so therefore is contagious. Of course, more serious health issues are also contagious.But the use of the word is not always confined to negative consequences.We could say a laugh or even a smile is contagious, as it passes from one person to others.Enthusiasm also fits into this behavior. Just as laughter will often lead to laughter in those around enthusiasm is characterized by tone of voice, facial expressions and even hand gestures.Others who see this. will likely mirror this behavior.The human species is like that. We ‘copy’ what others are saying, their tone of voice and body language. And usually we don’t realize we’re doing it. When it’s a behavior, we enjoy, we’re more likely to copy that, to share it with others.That’s obvious."Leadership behavior. The words we use, the emotions that impact on others positively - even the body language we might be using will, at first unconsciously, be adopted by the person who’s picking this up.When the leader clearly shows that he is living the values by his words and behavior, the team, seeing that will begin to replicate what they’re saying from the leader.When the leader talks positively about the future, the team will also begin to talk positively about what we’re going to achieve in the future. After all, that’s exciting and it’s motivating.When the leadership encourages individual ‘to find a better way’, to challenge what may have been long-standing practice, the individual is likely to do this with others.When the leader encourages a team member to go beyond what that team member believed here she was capable of, the result of this and genders such a positive feeling in the individual, but most likely they will pass this on for others to be able to do the same.Just as recognizing and celebrating the good, positive actions of the team or the individual will be done genuinely and often, create positive feelings in those receiving this, and those on the receiving end, will want to pass it on - because of how they felt when they received this.Each of The Five Practices of Exemplary in The Leadership Challenge create positive opportunities for contagious behavior. Just like a ripple can go around the world (metaphorically) so can the positive outcomes of your leadership. They can certainly go around your world. #Leadership #Leading #LeadingByEmpoweringment#ChangingTheWorld

We all have it.It’s with us during our waking hours.It’s like an observer, internally silently observing what we’re doing, what we’re saying, what we’re thinking.Until we learn the value of this silent observer, and how to work with it, we are deprived of One of the most important tools in our communication arsenal.Self-awareness is the foundation of emotional intelligence. We can’t tap into the impact emotions are having on us in the moment, by developing the skill of self awareness.Self-awareness brings us in touch with the emotions we’re feeling. Once we understand the emotions in the moment, then you can control or manage those emotions.When leaders develop self-awareness, the impact is reflected in positive relationship management. This is achieved by recognizing how the other person is feeling in the moment, when it’s occurring.And they can modify their responses accordingly.Self-awareness can have the leader dialogue internally when he observes if he is living the his values ‘right now’. “Is what I’m saying right now consistent with my values?” Mmm… maybe not.When self-awareness is attuned to The Five Practices of Exemplary Leadership, the leader is guided by the ‘inner voice’, subtly keeping leadership behaviors ‘on-course.The leader’s self-awareness is the unseen observer which can be an instant, discreet and powerful element in the leader’s communication framework.Self-awareness as always with us – the best leaders have learned how to listen and act on what the ‘observer’ is telling him or her.What’s yours telling you now?#Leadership #Leader #Leading #Self-awareness #TheInnerVoice#

Leadership and a Happy Team Happy ? You should be happy you’ve got a job, now get on with it.Working in a happy team is like working with friends.Aaagh… but friends will be easily distracted. We must always focus on the job at hand.Do you remember when you’re in a class at school and the teacher brought happiness to the learning environment?Did you look forward to that class ?Of course. Likely you’ll remember that, more than the classes and the teachers where time spent was not enjoyable, and the learning experience struggled.Do you remember a team – I hope you’re in one now – where the thought of going to work with those people brings a smile to your face, looking forward to being back with them, knowing that the work you’re doing has meaning, that working together, through the difficult times as well as the easy times brings a positive feeling of wanting to perform at your best.Who creates this? The leader.it’s like working with a dear friend, working with someone who cares working with someone who wants to to establish an atmosphere of real enjoyment, whatever the work is.We know that happiness not only improves well-being to individuals, but also creates an environment where happiness pervades. It will reduce stress and anxiety, and will lead to improved productivity and engagement.Of course the leader creates this. His or her actions drives a culture where team members WANT to perform at their best, where they WANT to stay in this team, where they WANT to come to work every knowing that despite pressures, happiness will be an underlying driver.Despite what some managers might think, creating an environment of happiness will increase productivity and engagement.Leaders can - and should - create an environment of happiness.As a leader, regardless of your level, and regardless of the number of people you are leading, you are never too important not to connect with the people you are leading – and to make them happy.Why wouldn’t YOU? (after all, you are a leader.)

There was a time – and it’s in the recent past, and in some cases still exists - when mental health was a subject which was ignored.Stressed? We all have that, just get on with your job. Stressed? Take a day off. Because of these and other similar responses, and even a feeling of shame in the workplace, staff avoided talking about what broadly referred to as mental health.There was also a time when we were told not to bring issues from home into the workplace.Mental well-being of staff is critical.Leadership plays an important role in easing and even preventing mental health issues.As we keep saying, leadership is a relationship. The best leaders, because of the relationship they have with their team, can check in individually where he suspects that could be a problem.This is not done in an intrusive way, but rather in a manner which displays concern and care for the individual.”How are you doing? I know you’ve been under pressure lately. Do you want to talk about it?”Leaders can also make clear the importance of mental health, by talking about it in team meetings. And doing this for the team, the leader indicates he or she is encouraging openness, and the importance of talking about mental health. Leaders should also encourage discussion about mental health, either one or one and also in team meetings.Of course, mental health issues can have a significant impact on productivity and performance.Leaders take mental health issues personally. The impact on productivity and performance is important. Leaders know that when they prioritize mental health, productivity and performance flow more easily. Mental health is also analogous to the oxygen mask when we’re a passenger on an aircraft.Put the oxygen mask on you first. You can’t help others unless you first help yourself.Self-care for leaders cannot be avoided.Leaders can’t help others manage mental health if they’re not managing their own.Simple strategies like taking time out during the day, taking a walk around the office or better still to a quiet, calm place to regroup and re-energize can bring benefits.One important strategy, for leaders at all levels, is to have someone they can talk to when the need arises.Leaders often believe that they are above all of that, that they can “cope “, that they can’t let others know that they are having self doubts, feeling stressed and overwhelmed.The reality is that leaders DO have these feelings, that they can be susceptible to mental health issues?Do we remember just a few years ago when, at the top of the game, the women’s tennis champion Naomi Osaka pulled out top level competition, announcing that mental health was an issue for her.Unbelievably, there was criticism in the press for her taking this action.Mental health – yours, your team members, your family members – and even mine – cannot be dismissed.The first step is to talk about it, then develop a habit of regularly checking in with people around you. Are you ok ?

Leadership and Laughter (You’re joking !)This is serious.We have objectives to meet.We have our eyes fixed on the vision, of where we are going.We are empowered to perform at our best, better even than we thought we could.We are leading our team, fully engaged and focused.Of course, we recognize and reward performance which ‘goes beyond’.After all, this is serious! And it’s why we come to work. Managers are really good at bringing in seriousness.“This is no laughing matter.“ Leaders who create a culture, where laughter permeates, an otherwise dreary, humorless environment develop a deeper connection with all staff, and especially those in the team. Laughter is a key element where people WANT to come to work every day and to perform their best. It is a key element in high-performing teams.No, it’s not about lining up to see who can tell the best joke. In fact, it’s not about jokes at all.When the leader encourages humor, that one liner which is appropriate, where we can laugh at ourselves and the situations we may have created, he, or she builds a deeper sense of authenticity with the team members.No, it’s not about laughing at other people.Humor which is derived at the expense of another person‘s misfortune, is not only inappropriate, but quite often can be at odds with the values of the team and the team members. Just don’t do it.We know about stress in the workplace, we know about the cost of mental health issues and we know these issues need serious attention because of the impact on individuals - and organizations.It’s estimated that children laugh somewhere between three and 400 times a day, especially young children.As adults – working hard, meeting objectives, coming in under budget and on time – the laughter of these people may not even get to double figures in a day.And that’s sad.Leaders who encourage laughter, find opportunities, to “lighten the moment” we have a far more productive, committed, engaged team than the manager who shrouds himself and everyone around him or her in a cloak of seriousness.How many times can you and your team genuinely laugh in every working day?The answer most likely is - Not nearly enough.No, I’m not joking.He's the Podcast It may not make you laugh (Come on, lighten up) but it will make you smile.#Leadership #Leading #TeamEngagement #Laughing

Leadership and the Impact of HRHR : Human Resources HR: Human Relationships HR: Hire Right (Thanks to Jim Collin’s book ‘Good to Great’)HR: The most important department in any organization (Sorry Sales. Sorry Finance.)More than any other department and any individual apart from the CEO, the HR department has the ability to positively influence a culture of the organization, and therefore the culture of leadership.Because of the importance of the HR department, some organizations have the HR director on the board of the organization.Years ago, HR typically recorded the days due to staff for annual leave or the individual’s sick leave. Or at least that was all the staff thought they did. And the office doors were usually closed.The HR department is where new employees are first exposed to the culture of their new employer. It’s where the values of the organization are clearly, or should be, lived by the HR staff. It is the crucible of the organization credibility.HR directors should build relationships …as leaders do… as should the HR staff also do. Leadership is everyone’s business – and at an organizational level, it starts with HR.

Most of us in the workforce at some stage have had someone appointed to a role ‘above us’.“ Who is he? “Where has he come from?”“How much does he know about the job?”“Will we like him?” Or her.Of course, there’s probably a dozen more questions we could think of. When this person has been appointed to a position there will be a detailed position description, a list of responsibilities, a definition of the functions. But what about the leadership ‘function’ we hope this person will deliver on ? What would you want to know ?The authors of The Leadership Challenge - Jim Kouzes and Barry Pozner - asked this question in the 40 plus years of research. Consistently the top three questions people wanted to ask their new leader have continued over these years.The first is “Who are you?” This can be answered in as short as two or three sentences or can be a 20 minute life story which will indicate who this person really is, what their values are, how they care about others.The second question is:”Where are you taking us ?” People are inspired by the leader’s vision - especially when it’s a shared vision, one that includes the team members. Knowing where the leader intends to take us, and that he has clear ideas to do so, has a positive impact on team member’s purpose, and passion for what they’re doing.And the third? “Why should we follow you? That question is almost redundant given the likely answers to the first two questions. However, it does enable the leader to talk about his leadership style: “I’m clear on my values and live those values daily. My leadership style is clearly based on a relationship with the people I’m leading, I will always do what I say I will do. I will keep you inspired by the vision we share, I will challenge you to find better ways to do things, to ask “What if …”, I will encourage and enable you to perform better than you thought you could.And I’ll always recognize and acknowledge individual performance which goes beyond what may be expected.So why is this important? The people you may be leading in the future - as well as those you are leading now - may not specifically ask these questions, but you can believe when you articulate the answers, they will be excited at the prospect of working with you as their leader.These are simple behaviors that will lead to great results. Starting as soon as you become their leader.They may be 'thinking' about these questions but don't ask.The research forThe Leadership Challenge consistently shows these are the top 3, most asked questions - so why not anticipate them and give answers similar to those above ?#Leadership #Leaders #Leading #NewLeader #ExemplaryLeaderBehaviour#LeadershipRelationships

Leadership - Good …or Bad ?Of course we all want – and deserve – good leadership.Good leadership inspires, it challenges team members to look for a better way, it enables team members perform at their best – even better than they thought they could achieve. And good leadership recognizes achievements of individuals and the team.Good leadership creates engagement. Team members WANT to be there, working in an environment where there is  clear understanding of the value of the relationship with the leader.But what about ‘bad leadership’ ? Maybe it’s the opposite or the deficit of the points above that make a ‘bad’ leader.Surely, the term ‘leader’ doesn’t apply if this is the case.Leadership is a behavior or rather, a set of behaviors.  As Jim Kouzes and Barry Posner clearly state in the 40 years research of The Leadership Challenge ‘Leadership is the art of mobilizing others to want to struggle for shared aspirations.’Pretty clear, isn’t it?  No room for ‘bad’ in that.Leadership is also a relationship.Leadership is learned. And because it’s learned, the best leaders and even emerging leaders, ask themselves a simple question every day: “How can I be a better leader today than I was yesterday? “How hard is that? In the absence of leadership, do we use the term ‘bossman’ ship?It’s pretty simple: if someone isn’t following at least some of these behaviors they can’t claim to be ‘leading’.There’s no bad chocolate. If it’s ’bad’ it ain’t chocolate. OK, I’m a chocolate lover.There’s no ‘bad’ leadership. I know leadership is everyone’s business (Thanks Jim & Barry) and it’s not hard to be an exemplary leader. Keep leading them, every day.That would be very good.

Leadership - Everything Starts With ListeningEverything? Well… of course there has to be sounds of words first, that we then listen to in the verbal process of communication.But in this verbal process, every request, every action that follows, every concern, every positive word and negative word or words is dependent on listening.Listening is the core of the verbal communication process.So often we are caught up with other distractions: these may be as simple as the 'noise' of the office environment the thoughts which are occupying our mind at the time someone begins the conversation or the request verbally and any number of other distractions to divert the listening process.Without listening taking place there is no communication.One of the team comes to you with an issue, politely ask for your attention and you, hopefully also politely but perhaps abruptly say “Not now Adam, can this wait ?”The team member then silently agrees to this ‘brush off’.The manager, in this case, regards whatever is on his mind is far more important than whatever the team member is wanting to share with them.The team member might be thinking ‘that’s the last time I’m gonna tell him we’re about to crash.’ Of course leaders and even managers DO have priorities, they have ‘urgencies’. The best leaders are also the best listeners.When team members know this, they know that their views their suggestions their requests their explanation of a new idea will all be regarded with respect and genuine listening by their leader.Listening – without judgment – without jumping to the conclusion before they’ve heard the full context, is not only a key to building relationships with team members, but also reinforcing credibility with team members.“He/she ALWAYS listens to me” is a high order-compliment from a team member… or indeed anyone in the organization.Before anything can be achieved, before any issue can be resolved, before any major… or even minor change can be considered and then implemented, the power of listening cannot be overstated.This also applies in our personal life. How often has your partner said “You never listen to me.” Ouch.In all aspects of our lives, with family members, in the workplace, even our connection with strangers, listening is the core of the communication. It is fundamental to building any relationship… especially with those you’re leading.

Tme is passing – always.When we start anything our eyes are almost always on the watch.What is it about leaders and time?What happens the team is not prepared, is not ready, not fully briefed?Confusion can rise, motivation takes a dive - and the project can go off the rails.Often, when the manager is setting a new project or even an existing one, she or he will focus on “getting it done on time”.“When will it be finished?” “How much longer will it take?” “Don’t forget the deadline.”These are the words of managers. I’m sure we’ve all heard them before at some stage.Managers of focus on outcomes, timelines, budget restrictions.All of these contribute to demotivation.But more than that, these are also the words which contribute to stress levels of the individuals involved.Exemplary leaders follow a simpler process, which is captured in two words in the English language, which were first used many years ago: Hasten slowly.Hasten - quickly, fast. Slowly. In simple terms, this means 'Effectively and quickly prepare for what has to be done, and then when everything is known about the journey to be undertaken, we can move quickly to the outcome.'The time process for leaders covers short objectives.The could be achieved in days maybe even hours, and there is likely a time imperative.The second, longer term outcomes, likely will involve a number of stakeholders, even external stakeholders. They could involved processes which can only be achieved over time. They could include taking the team to the two year vision that’s been set, conducting a coaching program for individuals on the team.In each case, the leader will clearly define the objectives, identify with the team any possible road blocks or impediments.The best leaders will make sure that the individual or individuals involved clearly understand what’s required of them.“Anything you don’t understand or any issues you have along the way, I know you'll can come and talk to me.”“Are there any issues now that you think will prevent you from meeting the time frame.”Because of the relationship which exists between leaders and their team, clarity on objectives, constraints which may arise, and support will be very clear. So - hasten slowly, mindful of the objectives and issues, live your values, enable the team to do better than that thought they could.And of course, celebrate their timely successes.

At the risk of stating the obvious, effective communication, especially in business, is critical for the outcomes we are seeking.But I’m sure you knew that. Well, I assume you did.In connecting ideas and concepts, instructions and requests in our communication, assumptions seem to have become the currency of communication as we seek shortcuts.We ‘assume’ the other person or people know what’s required, have listened carefully to what we were saying, have all the facts at their disposal - and of course, likely, have read our mind.Assumptions are a shortcut which can often be dangerousAssumptive thinking often misses clarifying all aspects of the issue.We’re all guilty of making assumptions. (and there is one right there - I’m assuming we’re all guilty. ) How often have you said “I thought you knew.“ ?So how do leaders avoid making assumptions? And how do they ensure that those they are leading and not guilty of making assumptions?We define leadership as a ‘relationship’. Because it’s a relationship, its incumbent on the leader to make sure that his or her communication is clear. Importantly from that, that there’s no outcome or action as a result, based on or arising out of misinformation, uncertainty… and assumptions.Because genuineness is a key element in the relationship, the leader is going to ensure that he or she is open and is sharing correct information and in doing so those he or she is leading, will mirror that behavior most likely.The leader will ensure in his or her communication to the team and beyond that all the stakeholders receive the absolute correct information from him or her.Clarity about all the information that’s being shared is essential.When leaders challenge assumptions, it develops greater ‘depth of thinking’ in team members.And rather than assuming that this information is helpful to you, I’d be most grateful if you could spend a little time letting me know.Together - as leaders - let’s make clarity, without the fog of assumptions, the cornerstone of effective communications.

Globally, 21% of Staff Are Engaged According to the well-respected Gallop organization, as surveyed in 2024 and published in 2025, a massive 79% of staff scored low to 'not engaged'.If we were to break that figure down, many of that 79% would be actively searching for at least a new position and more likely, a new employer.Others, for their own reasons, will choose to stay in their current position and with that organization.Likely, many of these people will be at work physically, but will just be ‘going through the motions’.The survey was conducted by the Gallup organization and reports global results. The cost to organizations through this lack of engagement, therefore lack of productivity, lack of innovation, and simply, a lack of caring about what the disengaged employees are feeling, is in the hundreds of billion dollars.Engagement is simply an outcome of leadership. Poor leadership: poor engagement.Positive, exemplary leadership builds engagement.Leadership builds purpose and passion.When team members are inspired and committed to the ‘shared vision’ they all WANT to get the best results.And when the team members know they will be ‘enabled’ to perform at their best AND always recognized for their successes, the engagement scores soar.Exemplary leadership does this.And it’s not hard.Listen in to our conversation to learn how you can be a leader who builds and sustains engagement. 

Conversations with direct reports – team members – are an essential part of leadership.Leaders need to have conversations which are part of their relationship with team members. The conversations reinforce, or highlight the leader’s commitment to supporting the staff.And of course, to encourage the heart, to simply say, “thank you for all that you did today”Managers, on the other hand, are not likely to have conversations of this nature.Conversations with a manager tend to be strictly ‘operational’. Leaders will have conversations which are personal, with the team members. Members need to share things, to discuss issues which may impact their performance, and therefore the overall success of the team.Leaders will likely identify situations with individuals which need addressing.I’m sure most, if not all of us, during our careers have had at least one instance where a genuine discussion with a manager, the person we report to, is needed.Managers may think they're approachable.They may use the standard." My door is always open.”Often, the problem is it whilst the door is open the manager’s not there, not open to hear what the employee may need to say.On the other hand, the leader may well sense there is an issue that needs to be discussed and may well pre-empt and ask the individual “is there something you want to talk about?”Years ago, before we discovered and embraced the power of emotional intelligence, managers would say “don’t bring your problems to work”.Or, sensing the issue may be ‘personal’, and not wanting to get involved, they may use the ultimate brush off - “Look, if this is personal, you should go and talk to HR.”Leaders will have built an open culture, where any individual knows that they can come and talk to him or her.In order to find a resolution to an issue, the leaders may need to ‘go deep’, to open up dialogue, to have the team member feel that they can be ‘vulnerable’ sharing their concerns about issues.Of course, trust - the glue in the relationship - plays a vital role.Going deep can be challenging but is often the sign of a robust and healthy relationship.That’s what exemplary leaders do. 

Is failure of itself part of the leadership journey or does it mean the end of leadership?The word ‘failure’ in the English language has clear and concise meaning.In our school years we all were fearful of the possibility of ‘failing’ the exam. The consequences of failure were never good in our learning journey through school and then university.As a process, failure has certain clear markers:- We failed to win the contract.- I failed to get the support of senior management.- We failed to recognizing the looming crisis.- I failed to get the support of my team.Each of these examples - we can imagine- can have dire consequences.When we use the term ‘failure’ it evokes negative and sometimes painful, emotions.Failure therefore, is not good.Or is it?As the best leaders to learn every day, is failure an option?As leaders encourage the team to learn from the mistakes and issues that may have risen, is that going to encourage failure?As leaders empower team members to be better than they thought they could be, is this of itself, a pathway to failure?And when the leader has a clear vision, shared by all the team members, and everyone is working towards that vision, there may be difficulties, there may be challenges, but when they’re all working together to achieve the outcome, there are so many positives which mitigate against failure.Contrast that with managers who don’t share information, who micromanage, who believe that they have all the answers themselves, who believe that it’s “my way or the highway.”In this case, the first of likely failures will be the simple act of having the team work together, of building trust with the team so that work collaboratively, productively.When a leader follows The Five Practices of Exemplary Leadership failure is not in his or her vocabulary, it’s simply not an option. If a leader builds strong engagement and they are not successful in meeting their targets, is that a failure?No. Likely they have learned better ways to achieve the targets next time.Because of the relationship who she has with those they are leading, team members will want to not let the leader down, they will want to perform at their best – and they know they’ll receive encouragement when they do that.Managers may have sleepless nights worrying about an imminent failure.Leaders, on the other hand, will ask their team members “how can we do it better?” “How can I support you - each of you - to get through this challenge we have?”Leaders inspire, they motivate because of their leadership behavior, because they are Modeling the Way. Failure is not a leadership behavior.

The monthly salary for each employee is what all employees want. Of course.However what drives employees is more than money.Research shows that employees have far more important drivers than money.Meaning, purpose, belonging, feeling that they have a value, that they can make a difference and that they will be recognized and appreciated for the good work they do are far more important than the money they receive for their efforts.Leaders can satisfy each of these by what he or she does for the employees.When people are recognized and appreciated – often in quite simple ways – they want to perform better. Giving a monetary bonus will be appreciated, it may be an opportunity for that employee to take the family to dinner somewhere really nice.Typically staff will say that they remember this gesture from the company when the dinner is over.That doesn’t mean they’re not grateful, but the simple gesture of “thank you”, a handwritten note, expressing positive comments about that employee‘s work when the team is all together will be remembered for one simple reason: the message from the leader is coming from his or her heart, and when this happens, it touches the heart of the employee.In The Leadership Challenge, recognition and appreciation is regarded as ‘serious business’. Even the simplest recognition can have serious outcomes : team members are motivated to continue their high performance, their engagement and their commitment. When employees are receiving this encouragement, they develop a strong sense of belonging, they connect with the real purpose of their work and how they’re doing that work. They want to perform at their best.All because their leader genuinely shows appreciation. It’s not hard to do. When you show your appreciation, watch their reaction to what you said or did. What you see may even touch your heart - and encourage you to continue showing recognition

After what was likely to have been a rigorous recruitment process to select the best person to take on the vacant role in the team, and we then use the impersonal term ‘onboarding’.Leadership, of course, is a relationship, and that relationship is with every person on the team and beyond.The onboarding process conducted by a leader, will ensure that the new member feels welcomed, and that they are a valuable member of the team.Organizations, through their HR department, spend valuable time, selecting the right candidate for the position.Then, in order to make sure their decision was the right one, they impose a probation period for the new joiner.In simple terms, what this really means is “We’ve chosen you, now prove yourself to the satisfaction of the manager and to HR or you’ll be out the door in three months.”This is a fairly standard practice. The onus is on the new joiner to prove themselves… Or else - out ! However, what leaders will do, is to make sure that this new joiner feels immediately part of the team, is warmly welcomed, that they feel trust is being built. Very quickly, they realize that here as a leader who will support them, allow them to make mistakes and to grow Individually and professionally.Organizations universally give the new joiner a ‘probation threat’ - if they don’t perform satisfactory, they will lose their job !Think about this: there is considerable irony in this almost universal probation arrangement – lack of performance by the new joiner in the probationary period is likely a clear indication that the recruitment process has failed at great expense and the organization then has to go through the process again to find a replacement for the person whose failed the probation test.What if we ‘flip’ the probation?What if the leader said to the new employee “If in three months time you don’t feel that this environment, this team, is the right fit for you, that you are not inspired, encouraged, empowered, and recognized for the good work that you do, if this role doesn’t fit your passion and ‘job satisfaction’, please give us two weeks notice of your departure.”In a very real sense, this is not just the new joiner proving themselves in a ‘probationary period’ - with it’s implied threat of dismissal - but the leaders in the organization proving that the organization can bring out the best in everyone - through leadership - or that individual can choose to exercise their act of ‘probation’ on the organization.After all, leaders bring out the best in those they lead because they lead with their heart…and for many new joiners this is a new and positive experience.And likely they will exceed expectations. 

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.

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 ListenersLeadership 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.

We all know the old saying that employees don't leave companies or organizations - they leave managers.This is still very true today.The simple solution is to LEAD. Leaders create followers who want to stay, who are productive and who are engaged.The impact of employees leaving is significant. Not only is there the immediate impact on the recruitment team to find replacements  but the ultimate 'onboarding' may take months.And there are hidden costs.If managers in your organization have a high team attrition rate the solution is to build their leadership skills.