L is for Leader

By Heather Hughes

This book belong in every manager's library. It should be in their briefcase, on their iphone, ipad, kindle or their favourite reading tool, so they can get help just when they need it. The simple list of topics, organized aphabetically, makes it easy to find the answers to everyday problems. Leaders are reading this book when they want down-to-earth examples and simple-to-follow ideas to build a successful organization, make more money and have happy employees. Learn how other people have made improvements and gone on to advance their careers.

• Language: English
• Publisher: Heather Hughes
• Release date: Mar 11, 2012
• ISBN: 9781476396613

Heather Hughes

Heather Hughes is a Certified Management Consultant with over 20 years’ experience helping leaders create outstanding results. She has assisted organizations throughout North America, the UK and Europe improve their bottom line, gain a reputation for excellence, build a talented team and reduce labor conflict. Heather provides group facilitation, and is a speaker and educator for businesses, colleges and universities. She is a regular contributor to business publications, writing about current and emerging issues facing business leaders.

Book preview

Introduction

For the past 26 years I have worked with leaders in a variety of organizations throughout North America and the United Kingdom. In the course of consulting within these organizations I’ve had the pleasure of working alongside many respected, highly effective leaders, each exhibiting their own unique style.

In my experience it would appear that some leaders are born to the role, while others have come to be highly respected through exposure to some dynamic and well-educated employees, coaches and mentors and through the participation in numerous and varied learning opportunities.

The leaders who have what appears to be a natural or ingrained way of working with people, people we call born leaders, seem to have demonstrated those leadership qualities fairly early in life. Research has shown that many have been involved in some form of leadership, formally or informally, long before reaching the workplace. Often their expertise in working with others was gained through volunteer work, by coaching youth or through initiatives commenced as students while still in high school. Perhaps their leadership aptitude emerged and was strengthened while coaching sports or by participating with family on home-based projects. Even having a paper route or lemonade stand might have contributed to the sense of responsibility and commitment to both the people and the job.

This does not mean to say that if you missed out on those opportunities in your formative years, you can’t be a good leader. Just as many people have developed strong leadership qualities after entering the workplace and continued to develop their expertise through a willingness to modify their behavior. They may have developed their skills by working with dynamic leaders, ultimately recognizing that there are a variety of ways to obtain results and by applying new approaches and modifying them over time.

When working with leaders who have a strong commitment to their staffs’ success, there appears to be some common belief systems - their core values. These include a belief in the value of the work they have chosen to do and in their employees. They believe that people generally want to make a great contribution and that it’s important to have strong financial controls and a strategic plan with both long and short-term goals. This focus on their core values guides their choices, their actions and enables them to work with people in a more secure manner with a commitment to the long haul.

These leaders believe in people and their inherent good; that people want to make a positive contribution, to know categorically they have made a difference. They see beyond obstacles to opportunities - that doing better is always a possibility, that their people will want to join them in making a difference - and take steps to enact their beliefs. Probably their most important quality is that they listen as though their life depended on it. They hunger to learn, and ask deep, probing questions. They are passionate about celebrating; end results and work in progress, providing challenging opportunities and in creating an environment where people learn, grow and are rewarded for their contributions. They put others’ well being, including both physical and emotional safety, high on their list of priorities. Above all they lead in a manner that models what they expect of others. They truly do lead by example.

In this book you will find examples from some of the best leadership activities and behaviors I’ve observed firsthand in the working world. You will also learn how small, often overlook things, can take leaders down paths that result in poor morale and hostile working relationships. Some of the best examples have come from small, privately run companies with a handful of employees while others come from multi-national organizations with thousands of employees worldwide. Some are from the retail world, from manufacturing, heavy industrial operations, the service sector, not-for-profit agencies and even Mom and Pop operations.

There are leadership styles from within Canada, the United States and the United Kingdom. Leaders’ behaviors and personal styles vary from private, public and not-for-profit businesses and these different styles and approaches provide valuable lessons for leaders everywhere.

Some of the people you’ll find in these pages have a ‘fresh-faced’ enthusiasm, an energy and passion fresh from college or university while others wear a timeworn expression that speaks of experience, results, changes and maturity. There are examples of leaders who continue to look for ways to improve their own working style; they strive to develop the people around them, and seem to constantly be considering ways to make yet another contribution, to apply a new approach, to leave a legacy, to know they have made a difference.

As you leaf through the pages you may recognize your own style in some of the activities, while some examples may trigger you to think of alternative approaches; places where you can make adjustments. For some of you there will be gentle reminders to go back to some of the things you once did so passionately but have since forgotten. For others there will be a fresh new concept on every page.

My hope is that this book will inspire you to try something new, to re-visit familiar but seldom-used approaches, and to re-connect with your people in ways that build skills, competence and confidence.

In these pages you’ll find ways to make profound changes that can catapult your career upwards and inspire emerging leaders to make their own mark. If you act, and act carefully, following the concepts and examples from these pages, others will, in time, recognize your abilities because results will be more evident. You will find that your employees will become more courageous, more capable, more confident, and you will have made your mark as a leader worthy of the respect given by your employees, peers, superiors, even citizens of your community.

Read slowly, ponder long; proceed carefully. Be courageous, step forward, and try something new. Make certain that when you retire or move on to advance your own career, you leave behind highly skilled and capable employees because of your leadership and coaching.

How does this book work? It started one letter at a time which conjured up a thought and then a lesson, a memory of a leader and an example of the leadership in action. Each one could, and does stand alone; there is no pattern, no sequence, and no place to start or end.

Flip through the book in a random fashion, read a page a day, pick something that seems to speak to you, or settle down for a journey into leadership development. The choice is yours.

There’s something for everyone within these pages. Read, enjoy, reflect, apply and learn. A fresh new leader is just around the corner.

Accountable

bound to give account, responsible, for things, to persons.

Accountability is a powerful quality. In the course of working with leaders in large, small, private, public and not-for-profit organizations one thing has stood out, time after time. Namely, the respect gained by leaders who admit their mistakes and accept responsibility for the outcomes.

These truly accountable leaders, even though somewhat circumspect and embarrassed, are willing to stand up and admit that their actions, judgments, business decisions or alliances have in part created the current situation.

These are the leaders who, when an error in judgment has been made, will openly talk about the line of thinking and the steps that led to some of their poorer decisions, and discuss and explore alternative directions that were not pursued. They strive to learn from mistakes, either their own, their peers or those of their employees, and use these occurrences as time for teaching and educating their staff. These leaders tend to move towards an exploration of the facts and data - the background steps - and away from individuals for blame or incrimination.

They seldom, if ever, seek to assign sole responsibility or punish the perpetrator of any errors in judgment.

Yet, in spite of all the obvious gains to be made, as honorable, moral, trustworthy individuals, unfortunately many leaders still strive to redirect attention to others. They justify the result, distance themselves from others, declare it wasn’t important or even deny their involvement at all! Read the newspaper or watch the evening news and you’ll find more than one leader abdicating responsibility. In some instances full blown corruption is under investigation and the leaders are adamantly declaring their innocence in spite of overwhelming facts to the contrary.

It’s amazing to find juvenile, it wasn’t me, or he/she did it, or I wasn’t the only one, playground language in boardrooms filled with senior vice presidents, executives and other seasoned veterans of the business world. Many of these leaders have MBAs and years of experience in boardrooms throughout the world, yet these same leaders, who talked openly, passionately about vision, codes of ethics and the need for transparency in their business transactions, violate their own guidelines time and again!

Why, you ask, would these experienced leaders, who have attained positions of power, have completed years of university education, have built up strong and vibrant businesses and who have clambered up each one of the many corporate rungs, fail in this basic leadership quality?

The failure, in part, arises from the belief of shareholders, employees, customers, employers and peers that the leaders, the board members, and the CEOs, must be infallible. Leaders in organizations have proven time and again that they mistakenly believe that people are looking to them to always have the right answers. They believe that others expect them to:

* know what to do in all the tough situations

* show the way clearly with every obstacle well thought out

* act as if they personally have the road map to business success

* prove their worth, as if their personal decisions will make or break the company single-handedly

The assumptions are that as these individuals have risen to positions of power, are able to influence the direction of the organization, and are paid handsomely for the decisions they make, that they are going to make the right call time and again. People, forgetting these leaders are human, expect perfection and precision.

So, often acting alone, or trusting only a few key advisors, they step forward and make the business decisions that are indeed expected of them, the ones that will frequently thrust them into the limelight. When these seasoned, intelligent, educated people make a bad call, there is a natural tendency to deflect the focus away to avoid the media glare. Don’t look at me, look at the circumstances, they will say. See the budget cuts I’ve had to deal with. If only the competition hadn’t launched their product ahead of us. If only we didn’t have the union to deal with. If the president would only...

While these might all be valid points, to dwell on them is counterproductive. It’s far better to acknowledge the steps that were taken, to accept the current situation then look towards the future to explore new avenues to rectify the problem, implement some damage control or compensate innocent parties.

In order to build a reputation for yourself as an ethical and honorable leader you will need to operate in a careful manner, one open to scrutiny and examination.

The leader who is truly accountable will own their part in the situation, will accept the limits and lack of flexibility within the organization and still step boldly forward with some next steps dialogue.

The Accountable Leader will say:

* In hindsight my decision has cost the company significantly and I regret that we will have to curtail some of the expansion plans we had for this quarter.

* Given that