{"id":4917,"date":"2021-07-01T12:14:57","date_gmt":"2021-07-01T12:14:57","guid":{"rendered":"https:\/\/tpcleadership.com\/pl-en\/uncategorized\/leadership-as-an-opportunity-for-growth\/"},"modified":"2025-03-10T14:55:58","modified_gmt":"2025-03-10T13:55:58","slug":"leadership-as-an-opportunity-for-growth","status":"publish","type":"post","link":"https:\/\/tpcleadership.com\/pl-en\/developing-leaders\/leadership-as-an-opportunity-for-growth\/","title":{"rendered":"Leadership as an opportunity for growth"},"content":{"rendered":"

Understanding the behaviours and insights that stand the test of time
\nBy Deva Param, TPCL SEA (South East Asia)<\/strong><\/em><\/p>\n

I\u2019m reminded of Adam Smith (the famous Scottish economist who wrote The Wealth of
\nNations) because in October 2019, I was invited by my alma mater, Heriot Watt University,
\nfor a speaker series at their newly-renovated Panmure House.
\nThere was an impressive lineup of speakers, alumni, students and guests at this
\nmagnificent facility which the university had recently purchased. It so happened that
\nPanmure House was also the abode of Adam Smith who lived there between 1778 and 1790.
\nHis landmark book was the vehicle through which he shared his well-known concept of The
\nInvisible Hand.<\/p>\n

Economic theories and leadership drive<\/strong><\/p>\n

Over the years, many have praised Smith for his findings and The Invisible Hand (an
\nthe economic concept that marries the unintended social benefit and public good brought about
\nby individuals who act in their own self-interest). But what dawned on me is that, while we
\ncan dwell on the economic theories, much of this would only work if there exists strong
\nleadership in both the private and public sectors.<\/p>\n

Why is this the case?<\/em>
\n1. A combination of economic theories and leadership drive is very much needed for the
\neconomy to develop and for the wealth of nations to be realised.
\n2. There are similarities in the leadership initiatives implemented in both the public and
\nprivate sectors that can be leveraged. But what might some of these similarities look like?
\nWould it call for a certain drive? What might be needed to deal with sustainable
\nimplementation of various policies and initiatives?<\/p>\n

Much like basic economies, organizational life<\/em> contains many influencing forces that largely
\nreflect human nature. These forces help people to identify their equilibrium on two simple
\nprinciples i.e. the motivation to perform<\/em> and the opportunity to perform<\/em>.<\/p>\n

The motivation to perform<\/strong>
\nLet\u2019s look at the motivation to perform. As a leader, if you offer an individual financial
\nreward, praise and incentives for certain behaviours, you direct their investment of time and
\ntalent towards your goals.<\/p>\n

If you, however, fail to provide this clarity and your organization is void of sufficient
\nstructural support, it would be left to other forces to determine how an individual invests
\ntheir time and effort.<\/p>\n

The opportunity to perform<\/strong>
\nA good work environment does not necessarily mean that it\u2019s an easy and comfortable
\nworkplace which breeds complacency and leads to a culture of mediocrity.
\nWhen a performance-based culture is embraced, performance levels necessarily increase.
\nIndividuals who are passionate about contributing their talent can then obtain the support
\nthey need and work in an inspiring environment. Failing which, most high potential talent
\nwould move to greener pastures. They would do this to get the opportunity to perform at a
\nhigher level in order to meet their aspirations.
\nIn most public sectors, the concept of lifelong employment exists. This is why the public
\nsector is called upon to review their policies. They need to pay special attention to policies
\nthat relate to performance and the notion of providing \u2018employment for life\u2019 regardless of the
\nlevel of performance of its people.<\/p>\n

Circling back to the theory of The Invisible Hand, it calls for leadership that is imbued with
\nintent and design. More importantly, it requires leaders to take charge and constantly<\/em>
\nredefine their roles<\/em>. This, in turn, requires execution and delegation down to the lowest
\npossible levels within an organization.
\nWe see that leaders are still very much at the front-line, delegating only about 20 percent of
\ntheir decisions. It appears that it requires far more trust for leaders to move that
\nempowerment percentage upwards.
\nThat said, there are other aspects of leadership that pass the test of time. Balancing the
\nPeople \/ Quality \/ Sustainability \/ Profits elements in their organization has always been a
\njuggling act for leaders. They work hard to keep a watchful eye on all the \u201cballs\u201d in the air
\nwithout dropping any of them.
\nAs leaders, we want our people to channel all of their energy into this delicate balance. We
\nwant our people to have the wherewithal to manage both the internal and external factors of
\nday to day leadership delivery.<\/p>\n

Constants in leadership<\/strong>
\nIn all my years facilitating leadership programs and engaging with leaders at multiple points,
\ncertain trends in leadership have been constant. They have served many leaders in global
\norganizations well.
\nThis is what I have compiled:<\/p>\n

Courageous leadership matters.<\/em><\/p>\n

It\u2019s an age-old philosophy but the simple things like constantly looking for solutions and
\nchampioning them matter. Even when it could mean a 50 percent chance of failure, it
\nmatters when it is something that you strongly believe in.
\nGreat leaders always ask themselves: If I fail after trying, what are those consequences as
\ncompared to the consequences if I don\u2019t try?<\/p>\n

Continuously engage. Do not leave a vacuum.<\/em>
\nLeaders raise their hands and speak up even if it means that their ideas may go against
\ngroupthink.
\nIf your ideas are good and receive positive feedback, then all will be well. If not, you would
\nhave at least tried. When you are courageous and speak up, you gain confidence. This
\nconfidence (and respect) will hold you in good stead as you climb the corporate ladder.<\/p>\n

Choose between the fixed vs growth mindset.
\nSuccessful leaders have extraordinary tenacity. They are able to extract something
\nworthwhile from their exploits and circumstances. They also seek the kind of experiences
\nthat provide rich opportunities for growth.
\nIf you want to become a better leader, seek worthwhile challenges and maximise all that you
\ncan from any leadership situation or opportunity.<\/p>\n

Embrace servant leadership.<\/em>
\nAs the phrase indicates, the goal here is for the leader to serve. It is different from traditional
\nleadership where the leader is focused on ensuring the company thrives.
\nIs it a radical idea? Yes, it turns the traditional notion completely on its head. But that is
\nsimply because servant leaders are all about changing the mindset. From commanding to
\nserving. From flaunting power and authority to displaying empathy, humility and active
\nlistening.
\nDon\u2019t climb the leadership ladder in order to be served. Serve others, and in doing so, others
\nwill serve you even better.<\/p>\n

Embody the 3Vs of Vision, Vitality and Voice.<\/em>
\nVision \u2013 Envision where you would like to bring your organization, your team and yourself.
\nHave a clear picture in your mind of what this looks like. Then, communicate the vision
\nclearly.
\nVitality \u2013 Be positive and energised. Seek to influence your peers and supervisors wherever
\npossible to ensure that your vision is materialised.
\nVoice \u2013 Give every member of your team a voice. Empower, delegate, coach and teach.
\nProvide them with the tools they need. Track team performance. Ask yourself: What do I
\nneed to do to make a difference? How can I create visible action plans for them?<\/p>\n

Manage people with your heart (emotion) and not with your brains (head).<\/em>
\nAsk yourself \u201cWhy\u201d at least five times before deciding on an issue when it involves people.
\nThey are there for a reason. Leaders need to consider this and the varied motivations at play.<\/p>\n

Create opportunities to get feedback.<\/em>
\nIt may be difficult for leaders to get relevant feedback, particularly if they occupy powerful
\npositions in organizations. But, in reality, leaders require more feedback than subordinates.
\nIf they do not get feedback on how they are doing, leaders may not learn much.
\nStart by asking the team for their perception of the leader\u2019s behaviour and the impact it has
\nhad on them.<\/p>\n

Take a 10 percent stretch.<\/em>
\nThe stretch goal is often seen as the source of individual and organizational motivation. This
\ndiffers from the ordinary challenge because there is an element of the extreme within.
\nLeaders, I believe, need to stretch their targets by at least 10 percent from their previous
\ntargets.
\nThere are several positive outcomes associated with leaders who regularly practice the 10
\npercent stretch. First, their apprehension about doing something new or different gradually
\ndecreases. Second, their repertoire of leadership skills begins to broaden. Third, their team
\nbenefits from these changes.<\/p>\n

Learn from others<\/em>
\nLearn by asking questions and paying attention to everyday details. Ask for insights from
\nother leaders especially if they have gone through some of the tasks you are currently
\nundertaking. You can benefit from their experience.
\nObserve their insights not only in terms of how things were executed but also, about how
\nleadership skills were employed.<\/p>\n

Understand your superiors.<\/em>
\nWork to understand your superior\u2019s personal and business objectives. Much like you can
\nhelp your subordinates to achieve their goals, you too can help achieve your superior\u2019s goals
\n(if you know what these are). Understanding your superior\u2019s values, preferences and
\npersonality can also help you strengthen your relationship with them.
\nThe business and the team are almost always top priorities for leaders. Leaders focus their
\ntime and energy on taking care of business and then, on taking care of the team that carries
\nout the vision. Invariably, great leaders put themselves last. It is only once their key priorities
\nare met that they look within at their personal agenda and their own development needs.
\nCan a leader provide opportunity for growth, innovation and creativity while also focusing on
\nan alignment of corporate and individual goals? It is no easy feat but with practice, passion
\nand a desire to leverage combined insight, it is something leaders can indeed aspire to.<\/p>\n

Stay authentic.<\/em><\/p>\n

Lastly, remember to stay authentic as there is only one of you in this world<\/em>.<\/p>\n

In conclusion, as leaders, we are called to constantly reassess our values and the business
\nagenda. We understand that values, ultimately, are like rubber bands. They can only stretch
\nso much until they achieve a breaking point.<\/p>\n

This requires us, then, to ask ourselves certain questions regularly:<\/em><\/strong>
\n\u25cf What is my own personal leadership philosophy?
\n\u25cf What does this philosophy look like?
\n\u25cf What are the key elements of this philosophy?
\n\u25cf How do I change over time?<\/p>\n

Everyone needs to have their own leadership philosophy. The questions above can assist
\nyou in ensuring mindfulness about your direction and values at all times.<\/p>\n

Feel free to engage with the author or continue the dialogue here<\/a>.<\/p>\n

@Copyright TPCL (2021)<\/p>\n","protected":false},"excerpt":{"rendered":"

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