William
Maxwell highlights how “many of us are paying an unprecedented price for the
rightsizing of the 1990s and the resulting abandonment of leadership
development. We seem to be struggling to find capable, caring, C-suite leaders.
In some cases, we see corporations seeking ‘boomerang’ CEOs and luring other
C-suite executives out of retirement,” (p.5).
Although
there has been a deluge of theories and research on leadership development one
has to ask just how much of a real difference all this work has had ‘on the
ground’ inside organisations. For example Googling leadership development will
give you 84,500,000 responses, that’s over 84 million, so one would be excused
for thinking that there must have been a positive shift in leadership in the
last few decades.
Yet
if one looks at the different groups on Linkedin focused specifically with
leadership you’ll find over 90% of their discussions are focused criticising
the current lack of effective leadership around the globe and on finding ways
to improve leadership – even with over 84 million suggested ways of improving
leadership out there already. So what is the real problem – it seems employees
accept that their leadership can be significantly improved and there are plenty
of solutions to choose from – so why aren’t we making progress?
Maxwell
suggests that “the problem runs deeper, however, to the roots of leadership
development throughout organizations. Just think about it. If we can reorganize
companies, merge, acquire, or dispose of others, and compete globally, then why
can't we develop better leaders? The reason is simple. We think that it is
someone else's job or that we can buy C-suite and other leadership talent. Some
might argue that I exaggerate the current leadership situation, but the subject
does merit greater dialogue.”
Maxwell
mentions one word at the end – ‘dialogue’ – and in the last twenty years one
thing I have found inside companies is that they very rarely sit down and
openly discuss leadership issues. I’ve found that 99% of employees know what
makes a great leader. Get them in a room – ask them the very basic question –
and they will fill a flipchart with the right behavioural traits and skills a
great leader needs.
If
you then ask them how many of these traits and skills they apply on a constant
basis, day-to-day, all will admit that they don’t apply them constantly – and
this is where the problem with leadership lies. It’s not that we need any more
theories or research – we all know what it feels like to be led by a great
leader – the problem is found on the day to application and implementation of
the traits and skills we all agree should be there.
Maxwell
reminds us that “we are accountable for developing the best leaders possible and,
without question, the time is now for a ‘leadership renaissance.’ Several books
on leadership preach leading by example, being role models, and inspiring our
people. Inevitably, many of us do not embrace or demonstrate the challenge.
After all, being visible, accessible, and accountable can be time-consuming and
frightening.”
One
of the quickest and simplest solutions you can implement today within your
organisation is to get your leadership peers together and having an open and
honest discussion about leadership in your organisation. What’s working and
what isn’t – how much you all really know about the effect your style has on
your staff and on your internal customers. Discuss leadership experiences you
have recently had – both good and bad – share stories and ask questions. You’ll
be amazed what you will learn and how this simple discussion over a cup of
coffee can reignite your leadership in the right direction – where as a group
you will start defining and learning effective leadership in your organisation.
It takes guts and courage to start these dialogue series – but you’ll be amazed
of the impact just talking about effective leadership can have on everyone; and
over time you will start to have a sustainable influence on changing leadership
and the organisation for the better.
Maxwell
mentions that “yes, we think someone else should take responsibility for
developing our future leaders. Only our respective C-suite teams can do
something about developing tomorrow's leaders. The research is compelling.
Change, driven and led from the top, truly transforms and sustains any
business.”
So
you can start today – start actively asking yourself how effective is your
leadership – learn not just to manage by walking around – but learn to lead by
walking around too. Learn from your staff and your peers and most importantly
regularly have transparent dialogue about leadership in your organisation. This
will have an immediate impact if you have the courage to question just how
effective your leadership is and if you have an overwhelming desire to grasp
the opportunity you have been given to become the best leader you can be.
References:
Maxwell,
W.J. (2006). Leaders developing leaders. Human Resource Planning, Vol. 29 Issue
4, p.5-7.
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