Focal Leadership

Leadership

3 Reasons to be a Passionate and Patient Leader

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yin yang

Being a passionate and patient leader embodies a combination of virtues that demonstrate a very powerful style of leadership. Taking each of these virtues to the extreme, with the exclusion of other complementary attributes, could have damaging outcomes. Just demonstrating passion can mean being overly excited, over-powering, or having a disregard for others. Just being patient can mean being slow, unfocused, or lacking drive. Here are three reasons why passion and patience are such good companions.

  1. Be intentional about both

    Leadership is never about just one style, one approach, or one dominant behavior. It is about different attributes working together. Emphasizing these behaviors at different times and being intentional about practicing them in the moment. For example, passion is so important when people need to see a vision, need inspiring, and motivating. Patience is so important when people need to be listened to, understood, or change is not immediately evident.

A passionate and patient leader can balance these attributes in a skillful way to demonstrate energy and drive while simultaneously showing the capacity to engage, listen, and wait for others to get on board. An agile leader can show more passionate leadership when the need is to enthuse and inspire, while practicing patient leadership when the need is to help others understand implications or when events need to align before progress can be made. Great leadership is being able to consciously flex styles and not to be overcome by personal impulse or preference, nor to be swayed inappropriately by external events.

  • Increase your emotional intelligence

    Being emotionally intelligent is to understand your own emotions and their impact on others, and also to understand how your own emotions are influenced by those around you. Where this plays into passionate and patient leadership is to grow a personal level of emotional intelligence and understanding that consciously impacts behavior. For example, if a leader knows that they are particularly passionate, then knowing whether to let this come across full-bore or to moderate it is an emotionally intelligent state. Alternatively, a particularly patient leader will know when to raise the pace and move the agenda forward rather than slip into procrastination or indecision.

    Others may want a leader to be more passionate or patient at any given time. Reading the situation and understanding the source of this insistence is also how an emotionally intelligent leader decides whether to adjust their style or not. Passionate people may wish for a passionate leader. The same goes for patient people. But wholeheartedly passionate or patient people may need a leader with different attributes to get the best from them.

  • Be future-focused and present-conscious

    Agile leaders can often plan to adapt their levels of passion and patience depending on the circumstances. For example, if a leader is giving a presentation about future vision, a passionate description of the future might need to be accompanied with a more patient representation of timeline expectations. Or a patient conversation with an underperforming employee might need to be accompanied with a passionate commitment to their development and confidence in their ability to deliver better performance.

    Mindfully developing a passionate as well as a patient response to circumstances is the mark of a leader who understands that leadership is not just being in the moment, but who also understands the impact their leadership has on future engagement and commitment.

Passion and patience are just two leadership attributes. Comparing and contrasting them in the manner above demonstrates how leaders need to flex behavior to be at their best. During the Covid-19 pandemic, both passion and patience are essential leadership attributes – passion to bring energy in finding ways through current difficulties, and patience to lead those who are inundated by circumstances beyond their control.

Decision-making – is timing everything?

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decision-making

Timing of decision-making and leadership are often wrapped up together. Right now, there are so many arguments raging about the timing of leadership decisions. Re-open the economy, deem services as ‘essential’, return to the office, reduce costs, go virtual, and so on. All of these topics require timely decisions. It seems as though more and more people see timing as right or wrong … predominantly when they are personally affected.

As a leader decision-making is something that comes naturally. Afterall, leadership is a responsibility invariably accepted by those who are comfortable with making decisions that impact other people. There are a minority of leaders who find decision-making onerous or who reluctantly don the mantle of responsibility – a topic for another article. But leaders who make decisions often have to accept that the timing and impact of these decisions will be seen subjectively by others.

How do you know whether a decision is right or wrong?

Some former Presidents of the United States of America had some interesting techniques:

Benjamin Franklin: wrote lists of pros and cons on a piece of paper; struck out items on both sides that seemed to have similar weights (or combined them to make weightings equal); waited a few days; the longest list determined the best decision.

Abraham Lincoln: surrounded himself with great people (often his enemies) who were not afraid to table the best information; considered all points of view and then decided.

Theodore Roosevelt: “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.”

There are some leaders who consider decision-making to be their responsibility and those who will be impacted by their decisions are just waiting for them to decide. They have ultimate wisdom, insight, and authority. Consultation is not considered because it could come across as a weakness or lack of leadership. In my opinion, this type of leader is missing some of the fundamentals of leadership; humility, empathy, and listening.

Of course, a leader who does not make decisions and prevaricates, vacillates, and hesitates, is not someone who is easily followed. People are looking for leaders who have courage, foresight, and good judgment. Making decisions with these three qualities is characteristic of a confident leader.

The best leaders are those who know how to make the best decisions at the best time in the best way. By definition, this means that decision-making has different guises. Decisions that are urgent often require leadership experience, instinct, and courage. Decisions that impact many people, if not critically urgent, often benefit from consultation, considering options and outcomes, and more careful communication.

So, when is the time right for a decision? If I knew the answer to this question every time, I would be as wise as King Solomon. But there are conditions leaders can consider that influence the timeliness of decision-making. These include implications, risk, urgency, impact, and cost. A single person does not often hold absolute wisdom to be able to make the best decisions every time. That is why great leaders are those who know how to lean on great people. What I might think to be a good decision, may indeed prove to be right. But then again, it may not be the best decision. Being able to consider different points of view, weigh up outcomes, be mindful of all affected parties, and take external forces into account, often requires a collective view rather than a singular opinion.

The timing of decision-making may or may not be critical, but the carefulness and precision in which a decision is crafted can often make or break a leader.

Leading Change in Yourself

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Leading Change is a hot topic. Given the present pandemic, change is not an option. One of the biggest challenges is leading change in yourself. The pandemic has thrown so many curve balls that require us to change, but how about the changes that require personal leadership and not just a response?

What do I mean by this? Some people are pre-disposed to adapting and flexing without any discomfort. Others struggle. Some people are ok being led through change and others enjoy the challenge of leading others. But a lot of stress is caused when people feel that they are constantly reacting to the circumstances around them. Being able to lead yourself through change is a disposition that many are experiencing, yearning for, or simply bereft of. Anticipating that change is a constant, developing chameleon-like behaviors, and retaining serene mindfulness, are adaptive ways of leading change in yourself.

When I first learned to drive, I remember being told by a policeman friend of mine, “steer into the apex of the bend and accelerate out of it”. This driving technique seems to make sense to me. In the same way, if you can intentionally anticipate the upcoming changes of direction, position yourself appropriately, and purposefully invest your energy in the new direction, this seems to be a great way of leading change in yourself. Let us take these one at a time:

Anticipate the upcoming changes of direction

Anticipation can be a quick reflex, or it can be a deliberate plan. Leading yourself requires more of the latter and less of the former. If we are always playing catch up, then we are being led by change rather than leading ourselves through it. If, however, we reflect, research, and resolve to meet the upcoming changes with a positive mindset, we get ahead of the need to just react. Anticipation is an acceptance of the inevitable differences to the status quo. Getting prepared, planning for new solutions, and learning adaptive behaviors, will help you anticipate change. You have heard the phrase “being able to see round corners” … well how about “being the change that lies around the corner”.

Position yourself appropriately

If you do not position your car on the outside of your lane before you steer into the curve, then the curve will be much more difficult to steer around … and you will have to slow down much more. But if you anticipate what is ahead of you, your efficiency and trajectory will be much better. So, positioning yourself for the changes that life, business, and society hold in this current environment will determine how effectively you lead yourself through change. Positioning yourself appropriately implies a change. Communicate differently, work differently, and ideate differently, are all essential to lead through change. You must shift your alignment to the change – be its master, be in control, be ready for it.

Purposefully invest your energy in the new direction

Some people have a victim complex. They are the afflicted ones. Whereas those who lead change in themselves are the opportunists and optimists. Around the corner of our current predicament is a different life. It is hard to imagine that this is the last pandemic we will ever face – and I am trying not to be a doomsday prophet. New opportunities are presenting themselves, the seedbed for innovation has never been more fertile, and the future beckons. When you emerge from the apex of the curve, a new horizon presents itself. Clear vision is restored. We will get through the current pandemic crisis, and there will no doubt be many that have suffered along the way. There will also be those who feel a sense of excitement. Not only of old things returning to normal, but of new vistas. History teaches us that disasters are painful, and they are also accelerants for change. Leading change in yourself will allow you to reflect on the hardships we are all experiencing and also to be authentic in hope.

As we all journey through this time of immense challenge and turmoil, leading change in yourself is an opportunity to build strength, succor, and sustainability to our world.

5 Silver Linings

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Silver Lining

A silver lining is defined as a consoling or hopeful prospect by Meriam-Webster. It is unsurprising that people are looking for silver linings with the COVID-19 pandemic where there are so many stories of heartbreak and tragedy. Lost jobs, deaths, bankruptcies, depression – to name but a few. But the human spirit has a depth of resilience and determination that often only appears at times of crisis. So, what might some of the silver linings be?

Regeneration

Stay-at-home orders, shelter-in-place, and lockdowns are not words/phrases that were expected to be commonplace for the year ahead when 2020 dawned. Working from home has added stresses to some, but there are also many who have been laid off and who now have no job. After a period of grief and maybe anger, people face a new reality. Some people jump straight up and start looking, while others take time to adjust. Of course, the job market is not the healthiest during a pandemic and circumstances test the job seeker like never before.

Being laid off can have a silver lining, although I would not bring this up too soon when speaking to someone who has just lost their job. I was laid off in my early thirties and was absolutely devastated. But tapping into a network, being open minded, focused, and tenacious, led me into a new career. Times like this can be incredibly uplifting as people have to dedicate time to consider and build their brand, learn how to market themselves, and seek out new opportunities.

Reflection

As well as the many who have lost their jobs, there are also many who have been furloughed by their employers. And even those who have kept their jobs, are often faced with new realities and challenging ways of working. Times like these cause a lot of people to reflect. Is this the career I really want anymore? Should I take a risk and do something different? Should I re-balance my life? Should we move to a different part of the country? Should we start a family later than planned? I could go on. Importantly though, reflection and deep consideration of priorities often happens during a crisis.

Reflection is not something that happens too often when everything is running as normal and work/life is at full pace. So, expect many people to make life-altering decisions during this pandemic. This is not a bad thing, as people get more in touch with their values and sense of purpose.

Talent

For many employers, the pandemic has been devastating. Laying off employees, losing revenue, and even closure. Millions of unemployed people and perhaps millions more furloughed from their jobs. The reality of economic, social, family, and personal crisis could not be starker. Yet even in the midst of this, there is a silver lining for talent.

Employers have to make tough decisions to stay in business. This means deciding which of their talented employees are essential to keep them in business and can best help them emerge from the crisis. Sometimes this is a numbers game, but it is also a time to assess the talent bench. Strangely, it is also a time for employers to be aware that some great talent is now in the job market or furloughed and considering other options. Similar to speculating on equities in a bear market, some employers are thinking about attracting others to join them as the economy emerges from the doldrums.

Innovation

Most people have had to innovate in the pandemic fall-out. Whether it is just working out a new daily routine, making masks or learning how to operate Zoom calls. There are of course some who choose to escape or simply bury their heads in the sand. They will be left behind, or they may simply be content in their own corner of the planet. Businesses are having to operate differently, customers shop differently, families communicate differently, and habits are changing rapidly.

Stress and crises are great catalysts for change. A walk back through history teaches us that lesson. Now is the time for entrepreneurs, innovators, and dreamers to step forward like never before. We can adapt, we can demonstrate agility, and we can hasten invention at this time.

Time

The daily commute, business travel, and nowhere to go. All of these have invaded our lives. For many parents, children have also filled their daily lives like never before. The dynamics of how we have used time and how we need to adjust, has meant a recalibration of daily routines. For some, this has meant less time to spend on their own, for some it has meant more time with the family, and for others it has meant way less social interaction. Regardless of which camp people fall into, the use of time has changed.

Maybe the crisis will cause us to value time more. To realize that there are more important things than striving to earn more money, or that we need to invest in relationships more, or simply that we have had a few things out of balance. A silver lining to the pandemic may be that people value time in a new way.

Leading yourself – 3 characteristics

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leading yourselfLeading yourself is in many ways as important as leading others. Why? Because if you aren’t leading with authenticity, integrity, and self-belief, then others won’t follow you. Having the courage of your convictions, the transparency of character and emotional security are essential traits in a good leader.

One thing that I observe repeatedly, is that those who teach leadership or those who are seasoned leaders, are sometimes the worst offenders when it comes to poor leadership. I hold a mirror up to myself on that count also! There are times in every leader’s life when good traits can spill over into blind-spots of weakness. For example, strong convictions can be an excellent virtue, but if they exclude collaboration with others, they can just become myopic opinions. A vision for the future can be just a hybrid idea if not mixed with research, testing and consensus-building. Strong communication can drown out other points of view if not balanced by listening. And so on. Leaders often need to take moments to validate their behavior, ask for feedback and seek wise counsel.

So, what is ‘leading yourself’? Let me offer three tests for doing this effectively.

1. Live a balanced life
I was challenged recently to consider a response of “very busy” when asked how I was doing. Does this mean that I’m working crazy hours and therefore need sympathy, understanding or praise? Does it mean that I have no time to reflect, rest or give others the benefit of my time? Possibly all of the above. Anyway, I decided to respond to the question by saying, “great thanks, I’m enjoying a good balance to life right now”. I don’t really think the other person was expecting that, but I really did mean it, and I do try to maintain it. Life is not all about “me” or the amount of activity I can squeeze into a day. It’s about family, friends, health, serving, giving, enjoying, and so many other wonderful things that “busyness” squeezes out.

2. Value others
The best leaders are those who make others feel special, and not in a patronizing way! By going out of their way to acknowledge, respect, and elevate others, leaders show how great they are. They don’t need to continually strive for self-recognition and achievement. They know that these often come through the efforts of those around them who are empowered and valued. Leading yourself is often easier when you focus on others. It’s quite paradoxical, but selfless leaders are often the most successful.

3. Timing is everything
There are times to engage and times to disengage. This can be related to employers, clients, people, projects, methodologies, pastimes, and many other things. Leading yourself is all about having the presence of mind, the confidence, and the courage to connect or disconnect. Knowing when to stop is as important as knowing when to start. There is a right time to make a change and a right time to stick with what you know. Beginning something new can be a tremendous boost to personal achievement, just as sticking with something old can be a real drain on personal motivation. The reverse can also be true – timing and judgement are critical!

Leading yourself is often harder to teach than leading others, but it is essential in the quest for fulfilment and realization of purpose – both for you and for others.