Focal Leadership

Leadership

Values lived not just spoken or written

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Value

I cannot think of many organizations who do not aspire to the notion of values lived and not just spoken or written. In times of stress and economic pressure, the consistency of practicing organizational values is under severe pressure. Predominantly because leaders have to make choices, and this can result in taking decisions which at face value do not align with the organization’s values. Or decisions are taken which do not actually contradict the organization’s values, but the way they are implemented does.

Why do organizations have values statements? There may be many reasons. Perhaps the one that seems most obvious is the wish to characterize the culture and behavior that they aspire to. For some, organizational values can be part of the corporate wallpaper, i.e. organizations have them for decoration with little function other than to appear once a year as a reminder during the performance review cycle. Some organizations do make efforts to embed them in practices such as talent reviews and leadership selection. The differentiating question is, “do these values characterize every decision and mean more than tenure, influence, expertise, or financial return?” Application sometimes contradicts sentiment.

Just recently I heard a CEO describe how decisions had been made with the well-being of employees being paramount, knowing that this in itself would spin off into corporate value. But this is not universally the case. There are also leaders who make decisions based on financial, strategic, or geographical factors, with less concern about any adverse impact these decisions have on people. Even though regret is expressed, values get lost in action.

It is not just leadership teams who have conflict around values. Many individual leaders are also challenged in this respect. They know about the values statements, and they are proponents of them for measuring performance and managing talent. But bringing them to life with real application and demonstration is sometimes not as evident. Role modelling and holding themselves accountable for living the values is sometimes overlooked because it is not seen as having more importance than other performance measures.

So, what is to be done? Living values means holding a constant plumb line to decisions that are made and practices that are implemented. As well as having a Return On Investment (ROI) measure, organizations should also have a Return On Values (ROV) measure. As part of the review process for critical decisions which impact the organization and employees, an ROV step should measure not only whether the decision is consistent with the organization’s values, but also whether the implementation of this decision will embody these values. For example, performance review processes need to be designed, implemented, and communicated consistent with an organization’s values. Managing the day-to-day performance of these employees also needs to be consistent with these values.

Assessing leaders for fit and potential is a massive industry. There are some assessment tools that explore the values that a leader holds, and many others focus on competencies or behavioral traits. The greatest source of leadership impact and effectiveness over time is character. The Cambridge Dictionary defines character as the particular combination of qualities in a person that makes them different from others. This distinctiveness is often associated with moral values and not just personality traits or experiential prowess. The need for organizations and leaders to embrace moral values that champion the best of human behavior is much needed in an increasingly stressful world.

It is the choice of every leader to live by the highest values, not just to acknowledge them as written or spoken aspirations, but to apply them in practice every time.

3 reasons a leader need to listen more

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leader earA leader is most often associated with action, articulate assessments and directive pronouncements, but how much better can a leader be if they perfect the art of listening?

Just recently I heard that the President of the United States of America was holding “listening meetings”. In spite of the polarizing views held about the President, I was impressed with the intent of these meetings – at least the title of them. What better way to learn about the gravity and nuances of critical topics than to listen to experts! No doubt there are examples of quite the reverse behavior that litter presidencies and other positions of leadership that we could discuss.

You have may heard the phrase, ‘heard but not listened to’. For many employees that is their experience of leaders. Their contribution is heard, but is it really ‘listened’ to? What do I mean by that? Well, is the background of the message, the meaning of the message, the projection of the message and the intent of the message understood? How deeply do leaders consider the contributions of others? I’d like to suggest 3 reasons why a leader needs to listen more:

1. Leaders are not infallible

Now this sounds obvious. I have however worked with leaders who have their ideas so set in their own minds, that the only person who could sway them might be the CEO. Some of these leaders have gone so far down the track of their choosing, without really listening to the input of others, that they have wasted considerable time and energy back-tracking when things don’t quite go according to plan. Leaders can’t afford to let pride or status drive their actions. Without seriously considering the input of others, they run the risk of derailment.

2. Leaders need others

Again this sounds very obvious. But how many leaders have decided that their own analysis and judgement is paramount, without consulting others. What good leaders understand is that personal filters and preferences can give a perspective that isn’t as well developed as it needs to be. Taking into account the perspectives of others can create ground for a far better balance and likelihood of success. There is also the element of mutuality of respect for each other’s expertise. The best answers often lie in collective wisdom, not just that of one individual.

3. Leaders influence the culture

At the risk of sounding too elementary, leaders are a massive influence on the culture of organizations. If leaders seldom listen, they should expect that example to be passed down the line. Eventually it shouldn’t come as a surprise if workers in their organization give up listening because they never feel listened to. Creativity dries up, discretionary effort disappears and motivation sinks.

A leader who learns to listen is a leader who grows in wisdom, respect and effectiveness. He or she is someone who has learned the truth that we all have two ears and one mouth – giving deference to the majority on most occasions.

Leading yourself through post Rio blues – 3 suggestions

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olympicsListening to the radio this morning I was interested to hear of athletes who are already fearing post Rio blues, leading to a sense of aimlessness and lack of purpose.

Not being an Olympic athlete myself, I can’t imagine the vacuum that rushes up on people after years of dedication to a moment that passes in a few minutes or seconds. And yet I also hear of athletes that have a deep sense of purpose that takes them beyond their event into a season of fulfilment and dedication.

Also, what about the millions of people that are suffering a feeling of loss in their peak hour TV viewing experiences!

Let me offer 3 suggestions for dealing with post-Rio blues:

1. Move the focus from your achievement (or TV viewing) onto others.

This might sound obvious, but people who have a purpose in their lives that is focused on others, are often more contented and purposeful over a longer period of time. Understandably, most people do have goals that they need to focus on for themselves. However, a balance of goals that benefit others as well as yourself is a good thing. Leading yourself to weave a life tapestry that focuses on others as well as activity that maximizes your personal potential is a great balance. Those who are only focused on the achievement of a personal goal at the expense of anyone else’s interests can be described as driven, ambitious, dedicated …. or at their worst, selfish. It takes intentional personal leadership to build a balanced life.

2. Take the opportunity to plan a new project.

When a momentous period of life has come to an end, investing in planning the next one, or the next few, can be an excellent way to channel energy and emotion. People often say that about vacations! It can apply equally to major projects, or events that have been in planning for months. A short period of celebration and recovery is always good, but then filling your mind with positive thoughts about scaling the next summit is a healthy transition. Deliberately laying out another project or use of time is a good way to avoid slipping into aimless use of time or at the worst, depression.

3. Ask a friend.

“In the multitude of counsellors there is safety” Proverbs 11:14. Some call it coaching, some call it counselling … and others call it having great friends who know how to help. Asking someone to help you through transition is a sure way to be supported and understood. Even better, schedule time to confide in your colleague as soon as you can. There’s nothing better than to off-load onto someone about personal challenges, and for them to bring objectivity and advice into a world that has been fairly myopic until that point.

Leading yourself is an area of leadership that is often under-invested in during leadership development programs. Yet, it can make the difference to yourself, everyone around you and those yet to benefit from the impact you can have on their lives.