Part 2 in this series about my model ‘The Mastery of Leadership’ is a deep-dive into the first aspect: Mastering Authenticity
Bill George, in his influential book ‘True North’ describes authentic leaders as ‘genuine people who are true to themselves and to what they believe in. They engender trust and develop genuine connections with others’. The issue we see in many organisations is that many leaders feel that they have to be someone else to who they are as a person.
Take a senior leader I know who is a strong introvert. Continue reading
In a recent radio interview, 72-year-old Keith Richards of the Rolling Stones was asked why the Stones still had the appetite to perform. His response was “I think it’s because we still think we’re getting better…..from the way I’m feeling, there’s promise of more…who’s going to jump off a moving bus?”
Dan Pink, in his book ‘Drive’, pointed out that ‘Mastery’ is never quite achieved. It’s something that we strive to approach without ever quite reaching it. Yet many of the most successful people continue to strive towards mastery, knowing full well that they’ll never quite touch it, even if they get really close.
And so it is with Leadership, mastery is impossible but the best leaders continue to learn and develop because, as with the Rolling Stones, there is promise of more. Continue reading
You’ve just been promoted into an exciting new role in the senior leadership team. Over the past few years you’ve progressed from specialist roles into managerial positions. You’re respected both as an expert and as a manager. Your new role involves managing other managers and you’ve been given the remit to reverse the recent decline in sales and increase both customer and staff satisfaction in your area of the business, both of which have hit all-time lows in recent months. It’s a service business and you understand all too well that a demotivated workforce has a huge impact on customer satisfaction and sales.
You’re beginning to see that it’s important to step away from the operational ‘doing’ and play a more strategic role in creating a culture that engages people and promotes innovation and creativity. Intuitively, you sense that putting together a project to ‘fix’ the culture is not the place to start.
So where do you start? Continue reading