Archive for the ‘ Servant Leadership ’ Category
A few months back, I asked a group of leaders for a show of hands on who had experienced either oversupervision or undersupervision. Almost every hand went up. But then I asked how many had themselves oversupervised or undersupervised their direct reports. Only one or two hands shyly peeked out from the crowd.
So what’s going on? Well, leaders can sometimes be unaware of what they should and should not be doing. And this lack of awareness separates good leaders from great leaders. Great leaders know that leading is a never-ending journey that can be filled with treacherous obstacles.
So what do you need to know to become a great leader?
I recently went out for some drinks with friends of mine who both work in the medical profession. Each of us being in leadership roles of some form, the discussion turned to styles of leadership. They both agreed that, in their line of work, you couldn’t work with junior team members – new doctors, and nurses; and tomorrow’s leaders of the health system – simply by telling them what to do. You had to be there to show your team how things should be done, and then let them take the reins whilst you step back.
This reminded me of a speech I’d heard about four years ago. I don’t remember all of the details, but I remember the key opening line. In life, you’ll come across two types of leaders. There are “Come On” leaders – leading from the front, setting the example, and pioneering the way for their teams; and there are “Go On” leaders – who take a back seat and keep a bigger picture overview, encouraging their teams and individual team members to be pushing their projects forward and taking the lead.
“Come On” Leaders:
“Go On” Leaders:
An employee is likely to follow the directions of a “Go On” leader for how to perform a job because they have to – they lead others by virtue of their position, and people will follow because of his or her job description and title. However, an employee will follow the directions of a “Come On” leader because they believe in who they are as a person, what they stand for and for the manner in which they are inspired by their leader.
“Go On” leaders will have subordinates, but “Come On” leaders will have followers – and perhaps this highlights a key point, that – to be a “Come On” leader, a person doesn’t necessarily need to be in a leadership position. Think about someone on your team who is always coming up with the new ideas, and continually raising the standards.
“Go On” leaders have an ability to get their team as prepared as possible; making sure they are clear on the objectives, and then ‘get out of the way’. They don’t go away completely, but they allow the people they are leading to take responsibility – a leadership style which can give others on a team the opportunity to step into a leadership role.
The key skills of “Come On” leaders include:
Skills which might suggest being a successful “Go On” leader include:
Paul Morin writes on Company Founder of the benefits of ‘leading from behind’, as a “Go On” leader might do – and gives some specific examples of how it might work to take a step back; and even Nelson Mandela demonstrated a love for being a “Go On” leader with his quote: “It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.”
Yet, Fred Hassan speaks in the Harvard Business Review about the importance of having “Come On” leaders on the front line.
No single type of leader is better than the other – both “Come On” leaders and “Go On” leaders have their individual merits; and very often, they work hand in hand.
We’re doing something a little different this week.
Instead of a written post, Gus Jaramillo and I collaborated on a video post as part of the Leadership Quote vlog series. Subscribe for future videos!
When I first entered the workforce 15 years ago, I had the great honor of working directly with best-selling business book author Ken Blanchard. At the time, I had little knowledge of his work or his reputation as one of the most influential thought leaders in the business world. I knew even less about his numerous best-selling business books, including one of the most successful business books of all time, The One Minute Manager.
Shortly after working with Ken on book endorsements, and helping him organize and publish The Little Book of Coaching with Don Shula, I quickly came to realize how worthy Dr. Blanchard was of his celebrity status. Ken Blanchard has a way of making you feel like you’re the most important person in the room, whether you are one-on-one with him in his office or a captivated member of a 5000-person audience. Ken is one of the most down-to-earth and compassionate people I have ever met.
This January, I graduated from the Ken Blanchard Companies, taking with me a wealth of knowledge and experience applicable to my own leadership development and media firm. There are five key leadership and career principals I learned from working with Ken Blanchard during my 15-year apprenticeship with the company that bears his name and helped start a leadership revolution.
“Take a minute to set goals.”
Not only is goal setting the first secret in The One Minute Manager, it is also the first skill of one the world’s most influential leadership models, Situational Leadership II. Most leaders and individuals have goals set in their minds, but few leaders and individual contributors actually write those goals down and actively use them to manage performance. Ken often quotes fondly the enigmatic Cheshire cat from Alice in Wonderland: “If you don’t know where you’re going, any road will get you there.” Goal Setting is a foundational business skill, whether you are a leader of others or a self-led leader. Setting clear outcomes makes your path more certain and productive.
“Catch people doing things right.”
If one lasting legacy of Ken Blanchard will be passed on for generations, it will be the practice of catching people doing things right. We all have a tendency to focus on the negative—to point out what’s going wrong rather than what’s working well and thus making the adjustments to improve. Great leaders build upon others’ strengths. They lift up and encourage the people they’re trying to influence toward peak performance. Once people have goals set and desired outcomes determined, the leader’s role is to encourage them to achieve those goals—not micromanage them by emphasizing the details of their shortcomings and failures on the path to achieving those goals.
“Feedback is the breakfast of champions.”
The best way to encourage others is by praising or redirecting toward the desired outcomes. Feedback is the conduit through which we provide the praise or redirection necessary on the path to excellence. Most leaders don’t think of feedback as a skill, but studies highlight the importance of effective feedback in motivating and building trust in the people you’re trying to influence. Great leaders understand how to give effective feedback. Excellent individuals learn how to seek feedback from leaders and anyone that can help them advances their goals.
“None of us is as smart as all of us.”
There is perhaps no greater truth in today’s knowledge-based workforce than the wisdom of the crowd. When people try to solve problems on their own, go Lone Wolf on tasks and goals, or keep acting as the gatekeepers of knowledge, they not only disrupt the outcomes of projects critical to organizational success, they isolate themselves from real solutions and the support of others. Great leaders seek wise counsel and seek input by empowering people to create solutions to everyday business challenges and employ strategic initiatives. Today’s most influential leaders and successful individual contributors understand the importance of collaborating with others for organizational and personal excellence.
“Humility isn’t thinking less of yourself, it’s thinking of yourself less.”
This is one of the most influential concepts I learned from Ken Blanchard. People often think of themselves too highly or, conversely, suffer from low self-esteem. Being humble may be more about a person’s attitude than an actual skill, but people who think about themselves less and focus on the needs of others often build trust and have a greater influence on the people they lead. Humility is not as difficult as it seems when you have a healthy self-awareness of your place in the world at large. Not only is humility a great character attribute, it’s a powerful leadership concept that will elevate the success of your team and your career.
Thank You, Ken Blanchard
The lessons I learned from Ken Blanchard are worth more than a Ph.D. in leadership. These five Key Leadership Lessons are valuable life skills that, if embraced, will guide you on your own journey toward professional and personal excellence. Whether you are serving clients through your own company or within the organization that employees you, clear direction, positive praise, consistent feedback, collaboration with others, and humility will all go a long way to ensure lasting success in all your endeavors. Ken Blanchard is a thought leader in the business world because he has learned to tap into the timeless truths that have inspired people to flourish throughout human history. I hope you will consider these five simple truths this day as you engage in your daily tasks and interactions with others.
Jason Diamond Arnold is a Leadership Consultant for The Ken Blanchard Companies and Cofounder of DiamondHawk Leadership & Media. He is Coauthor of Situational Self Leadership in Action, a powerful learning experience designed to help individual contributors to excel at work and in their career through critical leadership and business skills.