Each week I read a number of leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. I have added my comment about each article and would like to hear what you think, too.
How to Be Tough When You Prefer Being Kind by Dan Rockwell
Stress increases when leaders can’t bring kind and tough together.
Kind without tough makes you a pushover.
Tough without kind makes you a jerk.
My Comment: Stress increases, yes – and both results and relationships suffer when you don’t combine kind and tough. Without a disciplined focus on results, people lose focus, infighting increases, and your top performers go somewhere where their performance is appreciated. Without healthy relationships, trust suffers, people burnout, they do the least they can to get by, and inefficiency prevails because people don’t come together to solve mutual problems.
Leaders who combine their focus on achieving breakthrough results with a focus on healthy professional relationships with the people they lead give themselves the best chance to achieve transformational results that last.
Employee Engagement: What Story Does the Data Tell Leadership? By Martie Moore
The first time I used the words “resilience” and “engagement” was with my leadership team at the time. I asked, “What can we do to advance engagement and help people to be more resilient?”
Suddenly, everyone around the table had important emails to read on their phone. In essence, this immediate phone reading signaled an uncomfortable discussion — and their avoidance level.
My Comment: While this article was written for leaders in the long-term care industry, the issues it identifies are typical of the reality faced by leaders across industries: constant connectivity, acute margin pressures, increased pace of change, and uncertain futures are challenges you can probably relate to. This article is the beginning of a series that will look at experience, science, and practical action can take for themselves and the people they serve. It looks promising.
Leading in large organizations is tough. It’s easy for people to lose their identity and humanity as decisions are made by spreadsheet. And yet, almost paradoxically, more humanity, more focus on relationships and results, improves that bottom line. It takes courage along with the specific management and leadership skills we share in Winning Well to meet this challenge and succeed.
A Leader’s Job Is Never Done by Jane Perdue
Given that our state was in the path of totality for the August 2017 solar eclipse, people in our neighborhood gathered to watch. The closer we were to the time of totality, the larger the crowd became.
Within five minutes of the awe-inspiring ninety seconds of darkness and coolness, the crowd had largely dispersed.
The lost interest and crowd thinning-out triggered thoughts in my mind of how we tend to think about many things, including leadership, mostly in terms of their headline-making moments.
My Comment: When I was young, a mentor would often share his perspective that you can’t be a hero in the big moments if you’re not a hero in the small ones. Perdue takes a look at many of the ways that leaders build their credibility, influence, and trust in some of the more mundane, less headline-worthy, common moments that you face throughout your day, week, and career. You’re constantly becoming who you will be tomorrow. With each of these moments, you choose who that will be.
How Can You Make Yourself Invincible at Work? by Wendy Marx
Quick question: How valuable are you at work? Hint: It has little to do with your place on an organizational chart.
The new truth is that grabbing a high rung in an organization’s hierarchy isn’t necessarily a sign that you’re indispensable.
What clinches your value at work is what’s known as informal power — the ability to influence people and overcome resistance where you lack authority. It means being able to get someone to do your bidding where you have no formal authority.
Today you can’t lead simply by virtue of your title.
My Comment: While I’m not a fan of the notion of “getting someone to do your bidding” (it smacks of manipulation and a USER approach to leadership) Marx is right on with regard the role of influence. I won’t promote someone to a formal leadership position until they’ve demonstrated that they can get things done without that formal power. Power gives you the ability to deliver an “or else,” but that only gets a person’s minimum effort. Effective leaders cultivate an environment that releases a person’s strengths, talents, and skills toward the mission and the work.
Marx provides a good exercise you can use to assess how much value you are adding to the people around you and how you can address it if it’s out of balance.
Optimized or Maximized? By Seth Godin
I once drove home from college at 100 miles an hour. It saved two hours. My old car barely made it, and I was hardly able to speak once I peeled myself out of the car.
That was maximum speed, but it wasn’t optimum.
Systems have an optimum level of performance. It’s the output that permits the elements (including the humans) to do their best work, to persist at it, to avoid disasters, bad decisions and burnout.
One definition of maximization is: A short-term output level of high stress, where parts degrade but short-term performance is high.
Capitalism sometimes seeks competitive maximization instead. Who cares if you burn out, I’ll just replace the part…
That’s not a good way to treat people we care about, or systems that we rely on.
My Comment: I loved this article. It gets at the heart of why so many managers can turn into jerks, even if they’re not naturally inclined that way. We call it “trickle down intimidation.” In the interest of short term “maximization,” leaders who lack any other tools turn to fear, power, and control to get things done. And it works, at least minimally. As I said in my comments on the second article this week: it takes courage and leadership skills to choose a different path. To, as Godin says, optimize your leadership, your team, and your company for the long run rather than fleeting and costly short-term gain. It takes courage and practice, but you can do it.
What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite?