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Effective Leadership Skills: Leader Or Loser?| Category | | | Summary | | Ruminations on what makes an effective leader. |
| | Body | Introduction
It is often said that some people are born leaders, blessed with the natural ability to get people to fall into line, listen intently and go forth and work effectively. These people are usually charismatic, assertive and firm. They don't have to raise their voice, behave obnoxiously or belittle anyone to achieve their goals. Such people are usually quite if not very genuine people - and strive to get the best result for themselves and their workforce as a whole.
Conversely, there are people out there who believe that the way to lead is to stomp on the opposition, crush their subordinates and maim their competition. This might be effective for a short period of time, but you make a lot of enemies that way, and burn bridges in the process.
Some people are somewhere in between and are decent leaders, but could stand to benefit from a little coaching. The trick with good leadership is to aim for a middle ground where everyone is happy and your team follows you with no encouragement necessary. This is not necessarily something you have to pretend to do, especially if you're a natural leader. Natural leaders more often than not genuinely care for their team.
Who makes the best leader?
Some people believe men lead better than women, and some believe women lead better than men. The argument for men is that they're supposed to be the dominant gender and since they have been so for many years, it is they who would be best fit to lead. The other side is that the female approach (the nurturing mothering type) is best equipped to lead because a woman understands the emotional side of her team better than any man. This is quite frankly a mistake, because some men are incredibly understanding, and some women are as cold as steel. In fact, being the best leader is about attitude, not gender.
Ok, so what makes a 'loser', then?
There are many ways in which a loser can present his/herself. Initially, you might want to find out how they started before they were set to lead, unless they were recruited to lead from the outset. They are quite often what you might refer to as "yes men" (or women) and know how to say all the right things in all the right places to all the right people, which boxes to tick and what not to say in an interview. Essentially they're con artists, especially since once these people attain their leadership positions, everything usually changes. Attributes of a loser include, but are not limited to:
- Greeting everything an authority figure says with huge enthusiasm, whether it's a good idea or not.
- Sycophancy around figures of authority coupled with venomous hatred of said individuals behind their backs.
- Derision of their opponents.
- Belittlement of their lower-ranking colleagues.
- Playing team members off against one another.
- Blatant manipulation.
- Threatening or snide behaviour.
- Sexual harassment.
- Stealing credit for others ideas.
- Ill-tempered towards team members.
- Laziness.
- Lateness, but with complete lack of sympathy for the same in others despite even the most extenuating of circumstances.
- Disorganisation.
- Placing blame on other members of the team.
- Victimisation of one particular team member for 'amusement'.
- Total lack of interest in their team on a personal level.
Simply put, they're not very nice people - but you'd be surprised how often such people gain positions of power. Reasons include, but are not limited to:
- They're a relative of their boss.
- They're an old friend or family friend of their boss.
- Their boss is incredibly blinkered to their behaviour.
- They put up such an alarmingly good front to their boss that he/she believes it.
Are people really that stupid?
Oh yes.
The problem with losers is that they tend to upset almost everyone, and end up burning bridges with people that they really need to keep sweet. They either don't last very long or they last for ages because they're so sly and manipulative that they can keep a facade up for a long time. If you're in the unfortunate position of being in a team with this sort of person, you should probably start looking for a new job. You could of course try and take them down yourself, but unless you're headstrong, confident and thick-skinned, chances are you won't get very far.
I think I've heard enough about them, what about the winners?
These people are a pleasure to work for. Instead of going to work every day with a feeling of impending doom, you actually enjoy the prospect, especially if you're doing something rewarding and constructive. You're treated as an individual as well as a team member, and treated with value and respect.
However, if you are someone who has aspirations to take that person's position by malodorous methods, you'll more than likely fail. The winning leader is definitely the "iron fist in the velvet glove" type. They'll be an absolute pleasure to be around - until you start treating them with disrespect or taking their pleasant demeanour for granted. It's at that point that you will see precisely why they're a brilliant leader.
There are different types of leaders, from dictators to the more humanitarian, but there is a difference between efficacy and goodness. It can be said that leaders who adopt a tyrannical approach are not GOOD leaders, but they are effective - they rule by instilling fear into their subjects. Obviously, a person does not have to be a good leader to be an effective one.
Conversely, some people take a more laid-back approach and can seem to not care what happens. However, the proof is in the pudding when the chips are down, as such a leader can prove their worth by leading effectively and proactively when necessary. If they fail when needed, perhaps their laid-back attitude is a little too laid-back -- to the point where it fell off the chair and broke on the ground.
Naturally, good leadership is down to perception - different people have different ideas as ot what makes a good leader: some people value the more brutal approach, while some prefer the gentler touch. It depends greatly on the perceiver's demeanour as an individual, and how he or she believes a leader should behave in any given situation. Additionally, some people will promote another person's leadership skills based on how they have been treated by said person - if a leader has vastly rewarded another for either their work or friendship, the rewardee will likely sing their praises in order to keep the leader amenable to them (unless of course they have enough integrity in them to tell their superior when they're being foolish in some way). Moreover, a good leader can take constructive criticism on board and use it to their advantage and growth.
This article would not be complete with at least a couple of examples of leadership to gauge your perceptions on leadership:
Saddam Hussein
A prime example of a tyrannical dictator. Instilling fear into his subjects via a harsh regime, he led a lengthy reign of terror during his time. Some of his methods were to reward people with position and wealth should they follow his way of thinking, or to repress them harshly if they did not. We need not be reminded of the mass murder and genocide as a result of the Iraq/Iran conflict, or the horrors discovered during the 'liberation' (I use this term loosely) of Iraq by coalition forces some years ago. The fact that we are still picking up the pieces in the still hostile environment is a testament to the volatility of the region after his 'leadership'.
The Rt Hon Sir Winston Churchill
Churchill was an example of a very patriotic and hands-on conservative leader. Serving his country in the armed forces as well as in the cabinet, he always involved himself in matters that required his attention; in short, he wasn't afraid to work. He worked as a correspondent and a strategist, and was never afraid to speak out with his deeply 'nationalist' views - in his second term as Prime Minister, he announced to his Cabinet that 'Keep England White', was a good slogan. During times of war, it could be said that a leader needs to be compassionate and firm - however, some may lean towards what might be seen as 'harsh' methods in order to preserve that which they are fighting for. Since Churchill was running a country with lives and Britain's well-being at stake, he could afford to be a little heavier-handed than he might otherwise have been if he were running a well-oiled factory.
Sir Richard Branson
Unlike the political leaders outlined above, Sir Richard Branson is a humanitarian approach philanthropist. His estimated net worth at the moment is around £4 Billion. He was very briefly involved in British politics, with Baroness Thatcher awarding him the title of 'Litter Tsar' charged with 'Keeping Britain Tidy'. His massive wealth and ever-growing business empire are testament to his abilities as not only an effective leader, but an incredibly GOOD one. As Chairman of the Virgin Group, his career has spanned industries from record labels to airlines. An incredibly charismatic and seemingly fearless man, it is no wonder that he is worth as much as he is. He was notably involved in humanitarian projects alongside Peter Gabriel and Nelson Mandela, in an effort to solve 'difficult global conflicts.' They each did this without any personal interest other than to try and help in any way they could.
So is there a right way to lead?
This all depends on your personal outlook. Out of the three leadership examples I've provided above, I would say that Sir Richard Branson is the most effective and GOOD leader of the three. To me, a good leader shows compassion and selflessness, and will go out of their way to aid and assist to their own cost if necessary. That being said, I will now delve a little further into the traits of a good leader and how I think they should act and direct themselves and their subjects.
Self analysis
A good leader can look at themselves, see fault and work to correct it. The same leader can also take constructive criticism and act upon it in a positive manner.
A sense of humour
If a leader doesn't have one of these, they're doomed; one's ability to laugh instead of crying on a bad day is absolute; but one's ability to cry and be human is also.
Getting your hands dirty
I am of the mindset that a leader should have worked hard to get where they are, and not just have flown right into the top spot. Leaders know the system, and they can roll their sleeves up and do the job if a co-worker calls in sick or an extra pair of hands is necessary. If a leader consistently calls temp workers in or tries to delegate to other departments when times are tight, something is very wrong indeed.
Getting to know you
What good is a leader if she/he does not know his or her co-workers? If you come into work one day and find a card on your desk with a thoughtfully wrapped gift propping it up from your boss, it means they're paying attention and want you to know that they think about you. It's even better if they've gone and picked something out themselves at lunchtime, rather than delegating another co-worker to do it for them. Knowing when your co-workers birthdays are (and other personal things about them) goes a long way - especially if you act upon them, making sure that you know if they want that sort of thing or not.
However, it isn't just about birthdays and memorable events; you need to know your team - their strengths, weaknesses and foibles. If we're going to be technical here, some might say you're looking to befriend them. In fact, that is a good idea if you're able to handle personal friendships at work without them getting in the way of your job. That's the key - being good at your job and being a friend. If a co-worker knows they can come to you for help as a friend and you'll listen, that will go a long way. Moreover, if they know they can't take the piss with you it helps a lot too. Given the chance, some people will take a mile if given an inch - you have to be strong enough to stop that.
Listening
Some people do not listen; they merely wait their turn to speak again. Don't sit there looking bored if someone is talking to you. If you want people to come to you as a leader for help and training, you need to listen.
Flexibility
If someone is two minutes late once in a blue moon, don't bite their heads off for it. If someone is having issues getting kids to school - or something else has happened that's not a hangover and made them late, tell them it isn't the end of the world. Of course, there is a vast difference between people doing this once in a while, and it happening a few times a week. In the case of the latter, a firm approach is needed - and you can do this without being snide or making them feel an inch tall.
Rage against the machine!
You're having a really bad day; So-and-so is late (again!), someone else called in sick, and your parter is at home in bed with some sort of virus and is on the phone whining every two minutes about how much they ache - and could you go home and give them a hug at lunchtime? It's not enough that you're going to end up with the same virus, but they'll be better by then and perhaps might tell you to 'get over it.'
Ideally, you won't take the frustrations out on your co-workers, but in the event that you do (you're only human after all) - be prepared to grovel. Apologise for snapping, being a grouch, being unreasonable or just not your normal self. Explain why. If people realise that their benevolent leader is too 'only human', they are likely to soften. You will have more credit as a leader if you can stand up and apologise for when you threatened to toss such-and-such's mobile phone down the loo if you heard it beep again, even though it's never happened before and they're normally mindful to turn it off. If you're normally of good temperament and you pitch a fit, it will scare your subjects more than someone who pitches a fit on a regular basis.
Chinese whispers
There is always office gossip/politics. You can't get away from it, but there are ways and means of handling it. Rather than going to the person they're whispering about, perhaps mention in a humorous manner that it might not be so nice if someone was talking about them in that way based on pure speculation. Make a joke out of it, but beware that if it doesn't stop - you have to stop it.
Go home. That's an order!
Some people will come into work when they really shouldn't because they're afraid of being fired or they think their boss will disapprove. Don't be one of those bosses who waits for someone to come begging half dead to go home. Keep an eye on people. If they say they're fine and they're really not, then send them home. If it's a hangover, then give them an Alka-Seltzer and a talking-to. If they have a cold, make them a Lemsip - and if they don't feel better, send them home. Don't be a slave driver. You can pick up their work for them if needs be.
ROUND ONE, FIGHT!!
So, you've got two people who hate each other. What do you do? Well, you don't sit them together for one thing. Secondly, try and make it so they don't have to work together on a project. But in the event that they absolutely have to - make sure you're around to mediate, don't just tell them to 'suck it up and deal with it' - it won't work. You'd much prefer an office to come back to, as opposed to a smoking crater where your desk used to be.
Public flogging
Some people are incredibly antagonistic. You've tried to be nice, you really have! You've tried every approach you can think of. You've even asked everyone else if you're being unreasonable - and they've told you that you haven't. It's plainly obvious that someone has a bee in their bonnet and it's time to squish it.
It is noteworthy to mention that some people will not respond to private discussion. It's almost as if they have something to prove. And what do we do? We give them a run for their money. You're the iron fist in the velvet glove. If you need to do this, make sure you've got decent weapons. Some people will insist that letting something get to this point is bad leadership - but in fact it isn't. Some people really are that stupid.
Lay out your facts. Have your examples. Bring your weapons to the table, be they in form of written examples, personal testimony from other co-workers, etc. Don't allow any leeway; if you're going to publicly flog someone, make sure it's with the right flogger. And above all - do it with CLASS.
Don't let the door hit you on the way out
At some point in their careers, all leaders have to let someone go. Sometimes its easier than others and you don't have to really explain why - sexual harassment, theft and the like. Unfortunately, some people are so wrapped up in their own bubble that they don't respond to friendly notes, warnings, written warnings and just plain 'HEY WHAT THE HELL IS WRONG WITH YOU?!'
Harry waltzes in half an hour late (again!) reeking of last night's vodka, unshaven and unkempt. His work performance is poor at best, he slacks off and takes liberties by extending his lunch hour whenever he feels like it. This is not the type of person you want in your team. More to the point, it isn't fair on the REST of your team. This is one of those times when you have to put your foot down. Don't dither about or dawdle. When they arrive, settle everyone else down and take them to one side and tell them their fortunes. If possible, call the others into a meeting right after you've given them the bad news A.) to inform the team of Harry's ceased employment, and B.) to allow Harry to pack up his things and leave with some dignity, even if he still reeks of the hooker he had in the back of his car the night before. Even vodka can't hide everything. For goodness sake - don't fire them in front of everyone.
Strategy
Some people will say there simply aren't enough hours in the day, and this is often the result of bad planning. Plan your time to allow for issues, and plan your co-workers time for the same. Monumentally bad things do not go wrong ALL the time. If they do - perhaps you're the problem.
Conclusion
This article could potentially go on forever. Every single person has a skill that only they can provide, and so it would be foolish to think that we could outline the absolute definitive guide to leadership in a limited number of words. Rather than rambling on infinitely, I would much prefer to have planted the seeds for the potential of good and effective leadership, so that they can be sown and grown into something incredible.
Lastly, a good leader realises that the only time they ever stop learning is when they're dead. You can learn something new from the smallest of things. What you have to work out now is, are you a leader, or a loser?
References:
This article was originally published by CyberArmy.net in the CyberArmy Library. |
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