Getting the message across

I've been thinking a lot about leadership authenticity of late - how leaders inspire others by having a message that they clearly believe in, and which enables others to identify with their vision.

These reflections have been prompted by a couple of experiences I've had over the last two weeks. Firstly, I went to a lecture given by Rt Hon Tony Benn, entitled 'a letter to my grandchildren'. This interesting talk highlighted how much values have played a part in Tony Benn's life - while not always pursuing a popular agenda, he has nevertheless never swayed from his personal convictions of what he believes is right. This gives him an authenticity that is undoubtedly inspiring. During the talk, he suggested that leaders should never 'say things they don't believe in in order to get on'. He also quoted Lao-Tzu, philosopher and central figure in Taoism: 'the best leaders let people think they've done it for themselves'. The full Lao-Tzu quote is worth a look (and is of particular interest as it dates to 500BC and yet still sounds very relevant today).

I've also been reflecting not just on leadership but also my role as a staff developer - and how I deliver my message to others. Last week a session I was involved in was interrupted half-way through by a power cut. A moment after the powerpoint screen went blank and the lights went off, there was actually a collective sigh of relief in the room (even from us, the trainers!). Now this may have been because the participants thought they would get out early - but in actual fact I think it had something to do with suddenly having no technology in the room - no noisy air con, bullet points or glaring strip lights - just silence for a few moments. My colleague Marcus, being a consummate professional, acknowledged this and carried on the session in a less structured way, in the form of a very useful discussion. I wondered after the event whether we rely too much on technology to help us get out points across. I think we need to get back to basics and focus on what the people who we lead, either in a team or in a learning situation, really need from us, not just what we want to tell them.

Long-term leadership – reflections on the Apprentice

A tongue in cheek look at last night’s Apprentice.

As I watched the three candidates in the closing minutes of last night’s Apprentice fighting their corners in the boardroom, I tried to put myself in Sir Alan’s shoes and consider, if I was the chairman of Amstrad, which of the three I would be happy to employ to head up one of my businesses. Leading a business, particularly in tough times such as these, requires someone with the ability to maintain enthusiasm and keep a cool head, particularly in a crisis. Despite making an error (involving cedarwood, or was it sandalwood?), which ultimately cost her team last night’s prize, Empire team leader Paula quickly refocused and identified a new, high pricing strategy, inspiring the team to sell by focusing on the unique qualities of the product. Although ultimately this strategy was doomed because of the enormity of the earlier costing error, Paula proved herself to be a leader able to bring together a team by articulating a clear vision, making tough decisions, and showing great creative flair.

So when Sir Alan muttered the words – ‘Paula – you’re fired’ I felt an injustice had been done. Her two ‘friends’ in the boardroom had shown none of her leadership skills, and instead had used devious tactics to cover their own backs, one being particularly unprofessional, aggressive and offensive during the task and in the boardroom. But yet they remained to fight another day.

While the Apprentice is, ultimately, an entertainment programme and should not be used as any kind of barometer for business, it has made me consider whether, during tough economic times, it is tempting to invest resources in staff who will get quick, sharp, short-term results. Leaders who use aggressive, coercive tactics may get things done quickly but can they sustain those results in the long-term? The programme also seems to advocate low quality products – both in this task, and in the catering task a couple of weeks earlier, winning teams had used low-cost tactics to produce shoddy products which, while giving them a high short-term margin, would not lead to much repeat business.

So, business leaders, please do not follow Sir Alan’s example – to survive the current economic downturn we need leaders who are resilient, professional, and who can inspire trust and confidence through integrity and a strong vision. I am sure Paula has, by now, received many offers of employment from Amstrad’s competitors.