| "There is no such thing as a perfect leader, either in | | | | One of the greatest motivators is to believe that you |
| the past or present, in China or elsewhere. If there is | | | | are contributing to your team's success and, hence, to |
| one, he is only pretending, like a pig inverting spring | | | | the success of the overall vision. People need to |
| onions into his nose in an effort to look like an | | | | believe that they are playing their part and successful |
| elephant". | | | | leaders ensure that they receive the recognition their |
| --Liu Shao-Chi | | | | efforts deserve. In my experience of working with |
| It may be true that there is no such thing as the | | | | junior managers across the country, a belief that they |
| perfect leader - leaders are human, after all. However, | | | | are not valued for their efforts is one of the most |
| that is not to say that people who hold leadership | | | | commonly found demotivators. |
| positions should not continually seek to improve their | | | | "Leadership is the art of getting someone else to do |
| leadership skills. | | | | something you want done because he wants to do it" |
| Some managers hardly set an example for others to | | | | -- Dwight D Eisenhower |
| follow. They may have a badge on their office door or | | | | RELATIONSHIP. It is axiomatic that a leader needs |
| overall that pronounces them 'Head of Service'; 'Area | | | | followers - a team of people working together |
| Manager'; or 'Unit Supervisor' but do these 'badge | | | | towards a common aim. To be effective, a team |
| holders' display all the necessary qualities to inspire | | | | working across an organisation requires supportive |
| others to follow them? It is unlikely that people are | | | | relationships not only between leader and followers, |
| promoted to senior positions without any leadership | | | | but between followers themselves. A culture of trust |
| skills, but they may lack one or more essential ones. | | | | must exist between all members, at all levels, with the |
| In order to measure managers' leadership capabilities | | | | leader providing the shining example for all to follow. |
| we need to identify what are the essential qualities of | | | | Notwithstanding the fundamental changes forced upon |
| an effective leader. In my view they are six in number: | | | | organisations in recent years (down-sizing and |
| * A Leader is a visionary | | | | delegated budgets for example) some departments |
| * A Leader sets an example | | | | are still led by 'badge-holders' who busy themselves |
| * A Leader understands what motivates each team | | | | interfering in the work of their subordinates; are |
| member | | | | unwilling to share information; and insist on sanctioning |
| * A Leader builds supportive relationships | | | | every decision. Yet if the modern leader's challenge is |
| * A Leader empowers others to reach their potential | | | | to make optimum use of fewer resources (and it is!) |
| * A Leader understands the power of communications | | | | this will only happen if people are encouraged to |
| These are the six components that each leader must | | | | participate in an open, positive environment based upon |
| work hard at continually and consistently applying and, | | | | mutually-supportive relationships. 'Mushroom |
| most importantly, demonstrating in all he or she does. | | | | management' must be replaced by a culture where |
| Think of it as a jigsaw - The Leadership Jigsaw® | | | | everyone is prepared to give and receive trust. |
| Unless all six pieces are in place, the leader will not | | | | "All your strength is in your union. |
| achieve his or her potential, nor will those looking to | | | | All your danger is in discord" --Henry Longfellow, The |
| following their leader. No one aspiring to lead a | | | | Song of Hiawatha |
| high-performing team can do so if they are 'one piece | | | | EMPOWERMENT. Enlightened leaders understand that |
| short of a jigsaw'! Let's consider each piece in a little | | | | most people naturally want to better themselves and, |
| more detail. | | | | given the appropriate support and encouragement, will |
| VISION. Leadership involves taking people on a | | | | grasp the opportunity to acquire new skills and |
| journey, but if people are to follow it must not be a | | | | knowledge. They also realise that the key to getting |
| journey into the unknown. Such destinations may work | | | | the best out of people is to give them responsibility for |
| for Captain Kirk of the Starship Enterprise but they will | | | | their own actions, rather than creating an environment |
| not work for modern-day leaders with their feet | | | | of control and mistrust. |
| placed firmly on terra-firma! A person holding a | | | | Such leaders are willing to delegate aspects of their |
| leadership position without a clear vision, or the ability to | | | | role to their subordinates when the situation allows and, |
| communicate one effectively, will be heading into | | | | moreover, are prepared to empower them to take |
| darkness (probably alone!). | | | | decisions themselves, within parameters, without |
| Creating a vision must, by its very nature, be one of | | | | recourse to higher authority. |
| the foremost roles of a leader - as it sets a positive | | | | Empowerment is based upon the belief that, given the |
| theme for the future. A leader's vision - which he or | | | | opportunity, people are preordained to think for |
| she personally associates themselves with - should | | | | themselves and will generate ideas that benefit their |
| appeal to people at an emotional level, as well as a | | | | workplace, their organisation and, hence, by extension - |
| practical one. It should be meaningful, relevant and | | | | themselves. Following orders robotically produces |
| inspirational: encouraging people to buy into it willingly. | | | | robots; allowing invention and inspiration produces ideas |
| When leaders express their vision in a way that | | | | and a pride in individual and team achievements. |
| touches their followers, they invite strong commitment: | | | | "Treat people as if they were what they ought to be, |
| a common purpose that focuses people on a shared, | | | | and you will help them to become what they are |
| mutually beneficial objective. | | | | capable of being" -- Goethe |
| "A leader shapes and shares a vision which gives | | | | COMMUNICATION. Whilst all those holding the badge |
| point to the work of others" -- Charles Handy | | | | of leadership, without exception, would preach the |
| EXAMPLE. One of the most important and effective | | | | importance of effective communications, not all |
| qualities leaders can display is consistently and visibly | | | | practice what they preach. But, yet again, it is the |
| to link the values they stand for with their everyday | | | | leader who should lead the way by his or her example. |
| actions. Indeed, consistency and visibility are the keys. | | | | Productive communications are built upon |
| People respect and follow leaders whose behaviour | | | | understanding between all parties. A leader who is |
| mirrors their words; they have no respect for leaders | | | | prepared to get out and 'walk the talk' will be in a far |
| who say one thing and do another. "Do as I say, not as | | | | better position to both reinforce the vision, and hear |
| I do" is simply not good enough. | | | | how it is being received, than one who remains |
| Leaders should, therefore, look hard into the mirror and | | | | desk-bound. There are few more potent motivating |
| consider what they see. They should ask themselves: | | | | actions a leader can take than to make the effort to |
| "Do I lead in such a way that I would willingly follow | | | | speak to front-line workers and to ask "how are things |
| myself? Do I consistently demonstrate leadership | | | | going?", and mean it! |
| qualities that I would recognise in leaders that I, myself, | | | | We live in the 'communication age'. Yet with the |
| respect?" You can be sure of one thing: you may not | | | | previously unimaginable powers now at our fingertips |
| be continually assessing your performance as a leader, | | | | come inherent dangers. Communications is not only |
| but your followers will be! They will be watching your | | | | about the 'what' - just as important is the 'how'. Wise |
| every move and taking a lead from you. | | | | leaders balance the efficiency of technology with the |
| The leaders acts as though everyone is watching, | | | | impact of the human touch. They are well aware that |
| even when no-one is watching" -- Brian Tracy | | | | they cannot shake a hand, pat a back, or even smile |
| MOTIVATION. Having a vision is one thing: selling it in a | | | | via email! |
| way that others want to realise it is quite another. The | | | | "A leader is someone who knows what she wants to |
| leader's role is to focus the energies of followers on | | | | achieve and how to communicate it" -- Margaret |
| shared goals and to encourage them to achieve those | | | | Thatcher |
| goals. Yet everybody is different and responds to | | | | THE MESSAGE? The message is that true leaders |
| different stimuli. Truly great leaders understand their | | | | need to be proficient in a wide range of essential skills |
| followers: they understand their needs, their dreams, | | | | that can be represented by The Leadership Jigsaw. |
| their fears, their emotions - what 'makes them tick'. It is | | | | Those holding leadership positions should measure |
| an understanding of the impact of differing needs on | | | | themselves against this model of excellence to ensure |
| different people that is vital for effective leadership. | | | | that they are not 'one piece short of a jigsaw'. |