Understanding the behaviours and insights that stand the test of time
By Deva Param, TPCL SEA (South East Asia)
I’m reminded of Adam Smith (the famous Scottish economist who wrote The Wealth of Nations) because in October 2019, I was invited by my alma mater, Heriot Watt University, for a speaker series at their newly-renovated Panmure House. There was an impressive lineup of speakers, alumni, students and guests at this magnificent facility which the university had recently purchased. It so happened that Panmure House was also the abode of Adam Smith who lived there between 1778 and 1790. His landmark book was the vehicle through which he shared his well-known concept of The Invisible Hand.
Economic theories and leadership drive
Over the years, many have praised Smith for his findings and The Invisible Hand (and the economic concept that marries the unintended social benefit and public good brought about by individuals who act in their own self-interest). But what dawned on me is that, while we can dwell on the economic theories, much of this would only work if there exists strong leadership in both the private and public sectors.
Why is this the case?
1. A combination of economic theories and leadership drive is very much needed for the economy to develop and for the wealth of nations to be realised.
2. There are similarities in the leadership initiatives implemented in both the public and private sectors that can be leveraged. But what might some of these similarities look like? Would it call for a certain drive? What might be needed to deal with sustainable implementation of various policies and initiatives?
Much like basic economies, organizational life contains many influencing forces that largely reflect human nature. These forces help people to identify their equilibrium on two simple principles i.e. the motivation to perform and the opportunity to perform.
The motivation to perform
Let’s look at the motivation to perform. As a leader, if you offer an individual financial reward, praise and incentives for certain behaviours, you direct their investment of time and talent towards your goals.
If you, however, fail to provide this clarity and your organization is void of sufficient structural support, it would be left to other forces to determine how an individual invests their time and effort.
The opportunity to perform
A good work environment does not necessarily mean that it’s an easy and comfortable workplace which breeds complacency and leads to a culture of mediocrity. When a performance-based culture is embraced, performance levels necessarily increase. Individuals who are passionate about contributing their talent can then obtain the support they need and work in an inspiring environment. Failing which, most high potential talent would move to greener pastures. They would do this to get the opportunity to perform at a
higher level in order to meet their aspirations. In most public sectors, the concept of lifelong employment exists. This is why the public
sector is called upon to review their policies. They need to pay special attention to policies that relate to performance and the notion of providing ‘employment for life’ regardless of the level of performance of its people.
Circling back to the theory of The Invisible Hand, it calls for leadership that is imbued with intent and design. More importantly, it requires leaders to take charge and constantly redefine their roles. This, in turn, requires execution and delegation down to the lowest possible levels within an organization.
We see that leaders are still very much at the front-line, delegating only about 20 percent of their decisions. It appears that it requires far more trust for leaders to move that empowerment percentage upwards.
That said, there are other aspects of leadership that pass the test of time. Balancing the People / Quality / Sustainability / Profits elements in their organization has always been a juggling act for leaders. They work hard to keep a watchful eye on all the “balls” in the air without dropping any of them. As leaders, we want our people to channel all of their energy into this delicate balance. We want our people to have the wherewithal to manage both the internal and external factors of day to day leadership delivery.
Constants in leadership
In all my years facilitating leadership programs and engaging with leaders at multiple points, certain trends in leadership have been constant. They have served many leaders in global organizations well. This is what I have compiled:
Courageous leadership matters.
It’s an age-old philosophy but the simple things like constantly looking for solutions and championing them matter. Even when it could mean a 50 percent chance of failure, it matters when it is something that you strongly believe in. Great leaders always ask themselves: If I fail after trying, what are those consequences as compared to the consequences if I don’t try?
Continuously engage. Do not leave a vacuum.
Leaders raise their hands and speak up even if it means that their ideas may go against groupthink.
If your ideas are good and receive positive feedback, then all will be well. If not, you would have at least tried. When you are courageous and speak up, you gain confidence. This confidence (and respect) will hold you in good stead as you climb the corporate ladder.
Choose between the fixed vs growth mindset.
Successful leaders have extraordinary tenacity. They are able to extract something worthwhile from their exploits and circumstances. They also seek the kind of experiences that provide rich opportunities for growth. If you want to become a better leader, seek worthwhile challenges and maximise all that you can from any leadership situation or opportunity.
Embrace servant leadership.
As the phrase indicates, the goal here is for the leader to serve. It is different from traditional leadership where the leader is focused on ensuring the company thrives. Is it a radical idea? Yes, it turns the traditional notion completely on its head. But that is
simply because servant leaders are all about changing the mindset. From commanding to serving. From flaunting power and authority to displaying empathy, humility and active listening. Don’t climb the leadership ladder in order to be served. Serve others, and in doing so, others will serve you even better.
Embody the 3Vs of Vision, Vitality and Voice.
Vision – Envision where you would like to bring your organization, your team and yourself. Have a clear picture in your mind of what this looks like. Then, communicate the vision clearly.
Vitality – Be positive and energised. Seek to influence your peers and supervisors wherever possible to ensure that your vision is materialised.
Voice – Give every member of your team a voice. Empower, delegate, coach and teach. Provide them with the tools they need. Track team performance. Ask yourself: What do I need to do to make a difference? How can I create visible action plans for them?
Manage people with your heart (emotion) and not with your brains (head).
Ask yourself “Why” at least five times before deciding on an issue when it involves people. They are there for a reason. Leaders need to consider this and the varied motivations at play.
Create opportunities to get feedback.
It may be difficult for leaders to get relevant feedback, particularly if they occupy powerful positions in organizations. But, in reality, leaders require more feedback than subordinates. If they do not get feedback on how they are doing, leaders may not learn much. Start by asking the team for their perception of the leader’s behaviour and the impact it has had on them.
Take a 10 percent stretch.
The stretch goal is often seen as the source of individual and organizational motivation. This differs from the ordinary challenge because there is an element of the extreme within. Leaders, I believe, need to stretch their targets by at least 10 percent from their previous targets. There are several positive outcomes associated with leaders who regularly practice the 10 percent stretch. First, their apprehension about doing something new or different gradually decreases. Second, their repertoire of leadership skills begins to broaden. Third, their team benefits from these changes.
Learn from others
Learn by asking questions and paying attention to everyday details. Ask for insights from other leaders especially if they have gone through some of the tasks you are currently undertaking. You can benefit from their experience.
Observe their insights not only in terms of how things were executed but also, about how leadership skills were employed.
Understand your superiors.
Work to understand your superior’s personal and business objectives. Much like you can help your subordinates to achieve their goals, you too can help achieve your superior’s goals (if you know what these are). Understanding your superior’s values, preferences and personality can also help you strengthen your relationship with them. The business and the team are almost always top priorities for leaders. Leaders focus their time and energy on taking care of business and then, on taking care of the team that carries out the vision. Invariably, great leaders put themselves last. It is only once their key priorities are met that they look within at their personal agenda and their own development needs. Can a leader provide opportunity for growth, innovation and creativity while also focusing on an alignment of corporate and individual goals? It is no easy feat but with practice, passion and a desire to leverage combined insight, it is something leaders can indeed aspire to.
Stay authentic.
Lastly, remember to stay authentic as there is only one of you in this world.
In conclusion, as leaders, we are called to constantly reassess our values and the business agenda. We understand that values, ultimately, are like rubber bands. They can only stretch so much until they achieve a breaking point.
This requires us, then, to ask ourselves certain questions regularly:
● What is my own personal leadership philosophy?
● What does this philosophy look like?
● What are the key elements of this philosophy?
● How do I change over time?
Everyone needs to have their own leadership philosophy. The questions above can assist you in ensuring mindfulness about your direction and values at all times.
Feel free to engage with the author or continue the dialogue here.
@Copyright TPCL (2021)
