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“True
leadership must be for the benefit of the followers, not the enrichment
of the leaders.”
Robert Townsend, Up the Organization
Leadership
has been around since time began. It
has taken many shapes and forms and gone through many changes over the
centuries. In the 1980's
Wess Roberts wrote a book entitled Leadership Secrets of Attila the Hun.
Although
it did make some points of the do's and don'ts of leadership, what it
failed to point out was that Attila the Hun was a ruthless human being
with a take-no-prisoners philosophy.
This was certainly not a leadership philosophy that is healthy or
one that encourages staff development. According to Larry Wilson in Stop
Selling, Start Partnering, "Leaders are focused on vision, mission,
and, most important, people. Contrary
to popular belief, they are not autocrats; they are not in the position
to be served, they are there to serve."
This
is certainly a reversal from the days of Attila the Hun or Ebenezer
Scrooge when workers were expected to shut-up, put-up and perform or
they were fired. There was
a time when most reorgan- izational leaders were at the top of the
hierarchy. They were
autocratic, and focused on the powers they had as a leader, not the
individual employees. Leaders
of the past were strong believers in the chain of command and were very
bureaucratic.
In
order to survive in the new century, leaders know instinctively, that it
is no longer "management as usual." Leadership is a key
element to make an organization effective, especially in the customer
care realm. Leaders within
organizations are responsible for seeing what needs to be done in the
future and then getting out of the way of staff so they may implement
the changes in order to serve the customer at an optimum level. Strong
and capable leaders formulate an organizations vision, stabilizes and/or
creates a solid organizational foundation and structure and then create
an environment where individuals truly want to do their best work for
their clients, teammates and the business.
Let's
examine the qualities a leader in the 21st Century will need to lead
their staff, provide optimum customer care and succeed in our rapidly
and ever changing business world.
As
a 21st Century leader, you will need to:
- Have
visionary ability to see the big picture. True
leaders see possibilities. They
are able to motivate staff and key players toward the future.
Employees need a clear idea of where the organization is
going and why it is important for them to help implement the vision.
Simply stating this is the organizational vision is not
enough. It must be
repeated regularly, visualized, conceptualized and embraced by staff
so they understand why it is important for them, the customer and
the organization and how ultimately they will personally benefit
from the creation of the vision.
- Surround
yourself with people who complement your weaknesses. Secure
leaders are not afraid to acknowledge their weaknesses and surround
themselves with individuals who have strong skills in their weak
areas. When an
organization has a solid foundation, it is able to satisfy all
client needs. That
leans regardless of the challenge, there is someone within the
organization able to work effectively with each customer and their
individual challenge.
- Take
risks.
To move forward, you must be willing to risk.
It does not mean making decisions based on minimal
information or that defy logic.
It does mean, however, that you are willing to support the
recommendations of your staff and are able to let them move forward
on a project using their expertise, not yours.
- Walk
your talk.
According to John Huey, "Ninety-five percent of American
managers today say the right thing.
Five percent do it."
If you don't walk your talk, you are not believable.
Every fiber of your being as a leader is on the line everyday
if you do not practice what you encourage staff to do.
- Be
not afraid to say, "I goofed". Your
willingness to admit to others your mistakes is a direct indication
to staff that you are humble and vulnerable.
Additionally, when you are willing to admit mistakes, their
trust in you soars. Staff
will also take calculated risks that are vital for growth within an
organization, knowing they will not be punished or condemned for
mistakes they may make along the way.
- Know
the strengths and weaknesses of your people. In
order to grow your team and the individual members, you must know
the abilities of your staff. That
means a clear understanding of their knowledge, ability and skills.
Structure your leadership style and individualized training
and development programs for each team member.
The better you now your staff and their abilities, the more
you will be able to help them.
- Empower
your staff.
Nordstrom's has one organizational rule: "Use your good
judgment in all situations. There
will be no additional rules."
Nordstrom's trainings their staff to provide optimum
satisfaction for each and every customer.
Once the employee is trained, management steps back and lets
the individual do their job without interference or constant
meddling. When staff is
empowered to do their job, their self-esteem soars, clients are
happier since their needs are fulfill immediately and organizations
grow.
- Grow
your staff.
Most employees want to succeed. A strong leader helps others grow by
providing support, training, resources and guidance to help the
employees. Granted you may ultimately lose the individual to
another organization, but in the meantime, your business is directly
benefiting from their increased skill level.
- Delegate.
Strong leaders are not afraid to delegate.
Individuals develop when they are given new and additional
tasks to perform. Additionally,
an organization that is managed by a leader who is unwilling to give
up control will never increase in size, nor will the clientele be
satisfied since decisions cannot be made without the bosses
approval.
- Communicate
clearly.
Communications is a never ending process.
Most managers spend at least 60% of any given day
communicating with others. Eighty
percent of that time is spent listening to others.
Successful leaders are able to constantly communicate the
organization's vision at all levels.
Additionally they are able to understand the information
being presented to them from a variety of sources and then present
it in a manner that everyone understands.
- Be
available and visible.
One of the most stirring moments in the movie Gettysburg was
when General Robert E. Lee got on his horse and went to be with his
troops. He knew his
appearance would motivate them and provide emotional support for the
long battle that lay ahead. Employees
of today are no different. They
want to see their leaders. They
want to know the leader cares about them as individuals and that
they understand the challenges they are encountering on a daily
basis. This can only be
accomplished if the leader is available to the staff and has first
hand knowledge of the tasks and duties the employees is performing.
- Lead
with integrity.
People only trust leaders who are honest and fair.
Employees need to know and believe they will be treated
equitably. A successful leader is willing to be vulnerable in order
to win the trust of their staff.
Additionally, honesty creates trust within the organization,
employees, clients, suppliers and the industry.
It
has long been my contention that how leaders within an organization
treat their employees is how the staff will respond to the internal and
external customer. If an organization wants employees who are not afraid
to risk, are willing to go the extra mile for the customer and want to
be part of the business' success, then they must provide leaders who are
willing to walk their talk, can communicate a vision and are willing
grow and embrace the abilities of everyone.
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