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Being a leader is hard.  Being authentic – who you are – can be even more complicated. Many people depend on you to provide guidance and drive the vision and goals of the organization.  Being effective at being a leader means that you can’t lead if you aren’t genuine, especially when being your real, authentic self.

It’s along the lines of you can’t sell something if you don’t believe in what you are selling.  People won’t buy it.  So, if you don’t believe in what you are selling in terms of your genuineness, people won’t buy that either.  They are savvy enough to see right through those who are not genuine.  And this will come out in the form of lower morale, low productivity, unhappy workers.

If you’ve ever wondered why some leaders can naturally get people to align while others struggle to be simply understood, the secret is to lead without fear.

How do you lead without fear and get others to be less fearful?  You model the behavior you want to see in others.

Have a good sense of self – great self-awareness. You’re not always the hero. Sometimes others are.  And how people see you vs. how you see yourself can be different.  Be open to those differences.  Learn from that to be more in tune with your strengths and work on your weaknesses.

Be ok with who you are. Don’t be someone you’re not designed to be.  Don’t model behavior of what you “think” you should be – nor what someone else should be.  Look at what makes YOU better as an individual.  Everyone has their measure.  There isn’t a one-size-fits-all standard.  The more you understand this, the more comfortable you become in your skin and can use strengths and improve weaknesses to be a better you.  This understanding helps you do your job better everywhere in life.

 As a leader, don’t see everyone as having a single career path, such as moving up the ladder. Believe it or not, not everyone wants to climb the corporate ladder.  Some people simply love the role they are in and want extra responsibilities around that job.  Be in tune with each person and their life objectives and what matches their career goals.  Some people may not be suited for leadership but are perhaps really skilled in areas that align with their life goals.  Leave them where they are and incentivize them to keep them motivated to drive productivity, morale, and mentorship opportunities.

Take risks yourself. Be vulnerable and open. Be transparent.  How to do this?  Self-reflection.  Feedback offers some insight, but spending time with yourself in thought and reflection can be a game-changer.  Who are the people that give you the best feedback that you can use to dive into self-reflection with a purpose?  What mental obstacles are holding you back?  What feelings (e.g., resentment, anger, pity, etc.) might be keeping you from accomplishing what you should be?  What are you doing well that you need to remind yourself you are doing? (e.g., when you’re feeling defeated, challenged, etc.) What are the skills that make you work at your best?  How can you improve and grow the relationships with the people who help you become a better you?

Address the uncomfortable, especially when no one else is. It’s ok to have tough conversations.  Be willing to have them. How? (1)

    • Prepare ahead of time
    • Stay present and remain calm
    • Communicate your message and allow the other party to do the same
    • Be an active listener
    • Emotions may run high, and that’s ok

Manage difficult emotions and learn to navigate discussions with employees/co-workers. How a company deals with social issues has become a vital matter to employees. (2)

    • 68% of Employees would change employers over Societal Issues Stance.
    • 84% of U.S. employees reported discussing politics in the workplace.
    • 64% of managers have not been provided with resources for navigating political discussions with the employees they manage.

Today, social issues affect the bottom line in ways that would not have been visible even ten years ago. Those at the top are becoming more in tune with how social concerns jeopardize their business. There is also awareness among employees, customers, and other stakeholders that is creating more direct impacts. Hiring and employee retention, productivity, remaining competitive, relationships with partners, customers, and clients, a downturn in any one, brought on by a lack of response or poorly considered response to a social problem, may result in reputational harm. (3)

Have a passion for serving other people. When you value other people, their dignity, and respect them, the natural gift is that they care about you.  And they become passionate about everything you do.

Stand up for what’s right. Have integrity. Leaders with integrity strengthen the business. Companies with robust and ethical management teams enhance their ability to attract investors, customers, and talented professionals, (4)

 

Uncertain times call for creative thinking. Contact Gavel International to be inspired with solutions that connect and engage your people.

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SOURCES:

  1. https://www.bu.edu/articles/2021/how-to-have-difficult-conversations/
  2. https://www.mhlnews.com/labor-management/article/21157450/68-of-employees-would-consider-leaving-their-employer-for-one-with-stronger-stance-on-societal-issues
  3. https://www.brunswickgroup.com/social-issues-ceo-response-i14995/
  4. https://execed.economist.com/blog/industry-trends/why-integrity-remains-one-top-leadership-attributes
Jim Bozzelli
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