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- Herausgeber: Icon Books
- Kategorie: Ratgeber
- Serie: Practical Guide Series
- Sprache: Englisch
Leadership: A Practical Guide is packed with examples of famous leaders who achieved brilliant things against all odds. You'll discover their ideas, strategies and tried and tested winning solutions, which can be applied to the opportunities and challenges that you face. So whether you're starting from scratch as a new leader, needing to raise your game, or aiming to do what great leaders do and aim even higher, this practical yet inspirational guide will help you to perform at your very best.
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Veröffentlichungsjahr: 2013
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About the authors
Alison Price is a Chartered Psychologist and Occupational Psychologist who has coached senior leaders and CEOs in prestigious organizations. Alison’s leadership development programmes have been attended by thousands. As well as being an inspirational keynote speaker, Alison lectures at Kingston University London and comments within the media on business psychology. She was a semi-finalist in the competition ‘Britain’s Next Top Coach’.
David Price is an experienced senior manager, leading high performing and award-winning teams within prestigious organizations. David holds qualifications in management, consulting and coaching. He is a qualified Member of the Chartered Management Institute and the Institute of Leadership and Management.
Alison and David are passionate about enabling leaders to be successful, so get access to free resources at:
www.TheSuccessAgents.com
Authors’ note
This book contains frequently used research and methods. Where we know the source we have been sure to reference it, but our apologies here to the originators of any material if we have overlooked them.
Dedication
This book is dedicated to Alison’s sister, Jacqueline Hardt – great leaders build confidence and esteem in their people, while simultaneously inspiring them and challenging them to raise the bar and perform at their very best. Your ability to demonstrate these leadership skills was invaluable to us when writing this book, so thank you.
Contents
Introduction
In a bid to embrace the power of new technology, we placed the following comment on a social networking site:
Google gives employees a free massage on their birthday. Does anyone have any examples like this (your own or others) of how leaders can create an environment at work that motivates their people?
We normally get a great response to requests like this; however, on this occasion we only received two replies:
1. ‘I could give you plenty of examples of how we’re demotivated.’
2. ‘Yes me too.’
Imagine these people were part of your organization. Would it surprise you to hear comments like this?
Let’s not beat about the bush, leadership can be tough. New leaders are often required to step out of the shadow of a previous leader, perhaps establishing themselves as the person in charge when previously they were a peer. If you’re new to an organization, you have to adapt to its culture, then, just as you’ve got used to the way things are done, everything changes and you need to be ready to lead yourself and others into unchartered and hostile territory. Sometimes your work is underpinned by crippling personal doubt: ‘Can I do this?’, ‘Is it worth it?’ And even after you’ve succeeded, when things hit a rough patch, people start questioning whether it’s time for you to leave. From the point where you step up to the point that you bow out, you’re in the spotlight (and the firing line) with people looking to you to keep them motivated and constantly deliver results.
But it’s by no means all doom and gloom. There are many examples of great leaders who achieved brilliant things against all odds, and you’ll find this book packed with their real-life ideas, strategies and tried and tested winning solutions to challenges that you face. So whether you’re starting from scratch as a new leader, an existing leader who needs to raise their game, or just want to aim higher and do what the best leaders do, you’ll be inspired both by what they have achieved and what you have the potential to achieve.
The difference between leadership and management
People often ask how leadership and management differ. One of the best ways to describe this is using Stephen Covey’s jungle analogy. The worker on the ground is busy cutting down trees and undergrowth. The manager supports the worker, keeping him on task and on track. The leader, however, is the person who climbs the tallest tree, surveys the area and works out if they are heading in the right direction. The leader points the way for the others to follow.
Picture yourself at the top of that tree. It is your job to understand the big picture environment – where are the ‘thunderstorms’ that can impact your operations? The leader should also look down and keep in touch with how operations are progressing on the ground. For example, can you see any issues across teams which are consistently hindering operations? Is the delivery of the overall operation progressing at the expected pace and to the right standard? The leader also needs to ask, is this still the right jungle to cut down?
Where leaders spot new luscious jungles to conquer, they need to be confident that their vision for the future is viable and secure the resources needed to plan and execute it. Since they can’t do all the work themselves, they need to inspire other people to believe in their goals and motivate them to channel their energy towards it, sometimes operating from outside of their comfort zone in challenging situations.
Finally, strong leaders come down from their tree and spend time on the ground, among their people. They seek to understand what it’s really like down in the jungle, set an example, recognize effort and achievement and inspire high performance during good times and bad.
You’ll find all of this – plus more – covered in this book.
The difference that makes the difference!
When we first began working in the leadership arena we studied many effective leaders, hoping to identify, for each person, the one thing that was critical to their success. However, we quickly discovered that there was never a single factor that made the difference. In contrast, it was the sum of many individual parts that came together to create the whole.
So we then asked the question, ‘Well, what is the magic combination of factors that drives leadership success?’ We were attempting to create a helpful recipe – so that if you put the ingredients together, you could generate a great outcome. However, yet again, we discovered there is no definitive set of factors that makes leaders brilliant.
Instead, through our research and our work in developing successful leaders, we have come to realize that leadership is like using an artist’s palette. The colours represent the strengths that support leaders to excel, such as great oratory skills, calmness under pressure and the ability to make effective decisions. But no two leaders will ever paint the exact same picture. No leader uses the same combination of colours as another leader. And, just like art, although some pieces are clearly better-loved than others, there is rarely unanimous agreement of brilliance. Even the most popular leaders can have their critics.
You can think of this book like an artist’s painting box. We’ve covered the key colours that make leaders effective, for you to explore and practise applying with your brushstrokes. You will use some colours more than others and you may not use some at all. You can experiment by consciously applying these leadership skill ‘colours’ as you attempt to create your own masterpiece.
You will notice that we refer to the same leaders multiple times throughout the book. Since there was never one thing that made a leader brilliant, it’s useful to look at the multiple aspects that helped them to succeed. Imagine that we are painting a picture, and each time we refer to a leader again, we are adding a new colour to the canvas, creating a richer picture overall.
Finally, as you review the case studies of real-life leadership which depict a great use of a specific skill, we recommend that you focus on learning about the particular area which is the subject matter of the chapter. It’s very easy to become distracted by other elements of a person’s leadership – ‘They may have been good at x, but they were useless at y!’ And we agree with you, but that doesn’t mean you can’t learn a lot from specific things that leaders were good at.
The A–Z of leadership
Finally, each of the chapters in this book links to a different letter of the alphabet. In our home country, the United Kingdom, an A–Z is a map book – something that helps people to have smooth journeys and to get back on track when things go wrong. We very much hope that our A–Z is a useful guide to you as you continue on your own leadership journey.
Alison & David Price
A: Aspiration
Never tell me the sky’s the limit when there are footprints on the moon.
– Author unknown
In the introduction, we explained that there is no single definitive set of factors common to all great leaders. There was, however, one common theme that did crop up time and time again – leaders aspire to achieve goals. This chapter therefore explores the fuel that ignites their vision and how they transform a compelling idea into a clear guiding focus for yourself and others to follow.
Dark times ignite change
As the pastor Charles Swindoll once said: ‘We are all faced with a series of great opportunities brilliantly disguised as impossible situations.’ For a young, unassuming Indian lawyer named Mohandas Gandhi, this took the form of a train journey in 1893, from the British Colony Natal in South Africa to Pretoria. Although Gandhi originally travelled to South Africa for work, this train journey would change the course of his own life and many others worldwide.
Gandhi held a ticket for first class; however, despite being impeccably dressed in a suit and causing no trouble whatsoever, a white passenger complained about his presence – Indians were not allowed in first class. Gandhi was therefore humiliatingly ordered to move to third class. When he refused to move, he was thrown off the train and spent the night shivering at the station. Throughout the long, cold night, he pondered the sobering alternative: ‘Should I go back to India or should I stay in South Africa and fight for my rights?’
Gandhi soon uncovered far more injustice in South Africa – Indians could only build homes in areas set apart for them. They were forbidden from going out at night without a permit and Gandhi was even forcibly removed from walking on a footpath. Gandhi had spotted a chance to improve a very negative situation and he felt fired up to pursue it. The seeds of his vision had been laid.
Spot an enticing opportunity
While some visions, like Gandhi’s, are sparked by dark times, others are born out of situations that are fundamentally OK but where far-sighted people see that there is an exciting opportunity to be grasped. For example, in the late 1970s, Sir Richard Branson and his partner Joan were on holiday in the British Virgin Islands and were trying to catch a plane to Puerto Rico when their flight was cancelled. The airport terminal was full of stranded passengers, so Branson made a few phone calls and agreed to charter a plane for $2,000. He then divided the price by the remaining number of passengers, borrowed a blackboard and wrote: ‘VIRGIN AIRWAYS: $39 for a single flight to Puerto Rico’. Bookings poured in and Branson was so inspired by his achievement that, on his return home, he called the aircraft manufacturer Boeing to ask how much it would cost to lease a second-hand plane for a year. A new business opportunity had been spotted and the first step towards launching his airline had been taken.
Great things are born from great opportunity – either to rectify a negative situation or optimize a positive one.
Pick a compelling opportunity in your own life where you can be a leader who inspires positive change. Draw a picture to represent what you want to achieve in future. You can work on creating this vision throughout the book.
X marks the spot
You can think of a vision as a treasure map – something that identifies where you aspire to be in the future. People (including the leader!) should be able to clearly describe the future state that they are heading towards. For example, prior to the launch of his airline business, Branson described his vision for Virgin Atlantic – to create a ‘high quality, enjoyable and value for money airline’. Through this short description of his vision you can easily understand Branson’s business idea. Clear visions are helpful because they create a common understanding of what needs to be achieved, and they enable everyone to channel their efforts in the same direction.
Visions often evolve over time – using our treasure map analogy you can reach a location where treasure is buried and then move on towards another location in search of further bounty. For example, Gandhi’s early vision was to fight against Indian discrimination in Natal, South Africa. However, many years later, his focus shifted towards attaining ‘Home rule for India’, therefore aiming to free the nation from the rule of the British Empire.
Even when your vision is evolving, you still need to ensure that you have a single core focus. While you can efficiently work towards reaching one specific place, when you are simultaneously aiming for multiple crosses on a map, you can experience a sense of chaos.
This situation was faced by Steve Jobs in 1997, on his return to the helm of the computer company Apple. He found that while employees were working hard, they were channelling their efforts in numerous disordered directions. This meant they were struggling to produce anything and what they were creating was often of a poor standard. As a result, profits were plummeting and the company was close to becoming bankrupt.
Three elements that support a good vision
Specificity: Linking back to our treasure map analogy, the treasure will be much easier to find if you know precisely the spot where you are aiming for. The same goes for visions. Branson’s vision to launch a ‘high quality, enjoyable and value for money airline’ and Gandhi’s vision to achieve ‘Home rule for India’ are both specific, tangible and easy to understand. As was NASA’s vision statement regarding their goal to put man on the moon: ‘Perform a manned lunar landing and return.’
Succinctness: Being succinct helps to achieve clarity, especially if what you are trying to explain is actually quite complex. For example, when striving to obtain funding to launch Google, Sergey Brin and Larry Page needed to describe the vision for their business and were able to do this in one sentence: ‘Google provides access to the world’s information in one click.’ A good rule of thumb is that a vision should be communicable in ten words or less.
Emotional connection: Visions should excite and inspire the listener, and that means that a vision needs to be all about them and not all about you. Let’s take Branson’s 1984 vision for Virgin Atlantic and hypothetically reword it to make it all about him: ‘Our vision is to make money by providing a new airline.’ This clearly does not have the same impact! In contrast, back in 1984, the prospect of travelling on a plane that would revolutionize the industry – with entertainment, panache and tasty food – provided at a lower cost than traditional air travel, was a different and enticing prospect.
Aim to summarize your goal into a vision statement. Make sure that this statement:
• Is ten words or less
• Specifically states what you are aiming to achieve
• Creates an emotional connection with the listener.
The difference between a vision and a mission
People often get confused between the concepts of a ‘vision’ and a ‘mission’, partly because there are many conflicting definitions of what visions and missions are. Put most simply:
• A vision is where you aspire to be in the future.
• Your mission is what you aspire to do, at your best, every day – the philosophy being that if you excel at your mission, you will achieve your vision.
If the vision is symbolized by a cross on a map, the metaphor for a mission is footprints in the sand – in other words the journey towards a vision. Your mission summarizes your purpose, in other words what you are there to do on a day-to-day basis.
To explore this further, let’s take Gandhi’s vision to achieve ‘Home rule for India’. Gandhi dreamed that in the future India would no longer be ruled by the British Empire.
His mission was ‘non-violent resistance’. On a day-to-day basis, the Indian people needed to peacefully resist British rule, for example by marching in protest, holding rallies and by stimulating mass boycotts of British goods such as clothing and salt. Gandhi’s hope was that, over time, this type of aggravating behaviour would become so problematic to the British government in India, that it would give way and allow India to become an independent nation. In other words the mission would lead to the achievement of the vision.
But do I really need this vision and mission stuff?
We have come across leaders who believe that visions and missions are just fancy words on a page that are not really needed. This shows that they have totally missed the point of these powerful concepts.
A vision summarizes what you are aspiring to achieve – it is at the heart of where you are headed and succinctly describes what success will look like. Your priority should not be ‘wordsmithing’; instead you must ensure that the essence of the vision itself is right and that you truly understand what future state you aspire to achieve. If you can’t describe this, how can you expect others to follow you there? Also ask yourself whether you are excited by the prospect of achieving your vision – if you aren’t, it’s unlikely that other people will be either.
Your vision and mission should help to drive everyday decisions. For example, if you want to achieve ‘Home rule for India’ through non-violent resistance, would your mission be to kill someone who sought to take away your rights? Probably not.
The power of a leader with a vision can be seen through Branson and Gandhi’s legacy. Today Virgin Atlantic flies to over 30 destinations worldwide and carries around 5 million passengers each year. Under Gandhi’s leadership India achieved independence to govern themselves in 1947.
Great things are born from great opportunity – either to rectify a negative situation or optimize a positive one. When a leader spots such a chance and creates a compelling vision, amazing things can be achieved.
