Publications
Partners
In an interview some years ago, Donald Trump said: “How do you define leadership? I mean, leadership is a very strange word because, you know, some people have it, some people don’t and nobody knows why.”
On this rare occasion, the potential leader of the free world may have gotten it wrong. In fact, leadership isn’t a mysterious super power you are born with. It is a bit of common sense, empathy and toughness, all mixed together. Most people can develop it.
Often, though, leadership is confused with management. Managers keep the company ticking over; they budget, measure performance and solve operational problems. As soon as people and change are involved, leadership is required.
Managers who focus only on tasks and output are unable to unlock the value that their team are able to create, says Safiyyah Boolay, an executive leadership coach in Gauteng and Cape Town.
“When managers bring leadership to their day-to-day activities, they tap into the hopes, fears, dreams and aspirations of their team members. This will give their teams direction and create environments in which members can optimise their contribution and build momentum.”
Clearly, a company needs both: management and leadership. “In truth, you will have to play in both fields,” says Boolay. In this age of constant disruption and fierce competition, it is crucial to focus on the bottom line and on improving operations. But if you work with people, you will have to lead. People aren’t cogs, and to get the best from them, you will have to sharpen your leadership skills.
How to move from being a manager to being a leader:
Stop thinking you know better.
Managers tell people what to do, says Jonathan Hoch, an executive coach at Hoch Partners in Johannesburg. This is part of an old-school paradigm where the managers are assumed to have superior wisdom. “Leaders hire intelligent people and allow them to be autonomous, to take their own decisions and make their own judgments.”
Identify what makes your team tick.
A large part of leading is finding out what motivates each member of your team, and tapping into it, says Bongi Mbanga, a corporate coach and consultant with Self Insights in Johannesburg.
If you can tie in the business goal with your team members’ own personal agendas, it will start to matter much more to them, and you will not have to push them to contribute, says Boolay. “Instead, they will deliver with gusto.” A leader has a clear understanding what each member wants out of life, and will encourage them to develop, providing training and the right resources.
Have a mission.
A common mistake of many leaders is to only speak to the task at hand, says Boolay. Instead, a real leader has a clear understanding of the long-term goal that the team should achieve. Communicate clearly why the goal is important. If you can get team members to care about the goal, you won’t need to constantly goad them into action.
Be an inspiration.
The core of leadership is the ability to inspire people, to motivate them to be their best, says Mbanga. People look to their leaders to set the tone and tempo in a team. Work hard without demanding a medal, stay calm and confident in your team’s ability to overcome challenge. Act decisively.
Innovate.
Managers do “linear” work, says Hoch. They work according to predetermined rules and connect the dots. Leaders work with much greater complexities. They understand the constant need to innovate and look for ways to do things in a new way.
Acknowledge mistakes.
Unfortunately, we can’t all be Donald Trump. Most of us are fallible. If you want to be respected, own up to your own mistakes and don’t focus on the errors of other people. Take responsibility and cultivate a culture where mistakes are acknowledged (not covered up) quickly and everyone can learn from them.
Foster a team.
Many studies (including a pivotal survey among 180 teams at Google) have shown that people are at their most efficient and make the biggest contribution to a company when they work in teams with co-workers whom they trust. These teams have psychological safety: Members felt secure enough to ask stupid questions and take risks, they weren’t competitive or took offence in heated discussions. Developing trust in a team is key, and will require some social engineering. Encourage team members to get to know one another on a personal level, through socialisation, and to agree on team rules to make each member feel safe.
Know thyself.
Leadership is an inside game, says Boolay. “You first need to master yourself, know your own limitations, and be willing to put yourself on the line for others.”
If you are not naturally social or outgoing, tap into what excites you, says Mbanga. “This will help you motivate others.”
Boolay believes that an appreciation for the contribution others can make is not negotiable.
“If you don’t love people, don’t lead people,” she adds. “For too many corporate leaders, people are an irritation. Consider becoming a specialist in a technical field instead.”
This article originally appeared in the 20 October edition of finweek. Buy and download the magazine here.
