Mindsets play an important role in “what we believe” and “what we do”, so this is a good place to start any leadership journey. Thankfully, mindsets continue to evolve over-time through our learnings and experiences, so there is always opportunity to take stock or reflect on the best mindset we should bring to leadership work we do as a manager.
- Leadership requires managers to reset their relationships in ways that “influence others and facilitate individual and collective efforts to accomplish enterprise objectives”; so it inherently means connecting and working with/through others through non coercive means
- Working Together in this context has direct implications for both what you do and how you approach your leadership activities
- It is here that we identify the single most important factor or key differentiator of an effective leader as being their ability to consistently collaborate well – think of it as a robust and transparent way of working together on enhancements/innovations and of fast-tracking individual and group development
- To remove doubt, leadership requires managers to move past fire-fighting and independent investigations and determinations and to spend more of their time/effort in a transparent collaborative mode facilitating, guiding, coaching and linking their teams/those they lead
- In practical terms, this collaborative approach to leadership goes hand-in hand with management routines, and both can be developed together
- Longer term, it will be a manager’s relational status or standing that determines how much potential influence they have as a leader – positional or technical authority cannot be discounted but play much smaller roles in comparison to a positive relational standing based on mutual reciprocity where our desires for trust, tribe and need are well-satisfied
- Like any other business process, enterprise leadership or people management can be standardised in ways that enables managers regardless of seniority or experience to build their confidence, and to leverage a shared mindset, skills and procedures in a consistent way.
Chris Ralph is OCG’s Principal in Organisational Development. He brings a track record in delivering sustainable reforms for clients through an expertise spanning leadership, organisation design, workforce behaviour, and employee relations and a natural disposition to work alongside executives, managers, and staff as they adapt routines and embed behavioural changes.
Email Chris at firstname.lastname@example.org if you would like to explore any of these principles in more detail and/or our suite of Leadership Development offerings.