Leadership fascinates me, currently as an Executive Coach and Non-Executive Director and previously in my leadership role in a complex global organisation.  At a macro level, the behaviours and capabilities of an organisation’s leaders have a huge impact on engagement, productivity, morale and retention.  At a human level, for many people how much they enjoy their job depends on the relationship they have with their direct leader and their experiences of the organisation’s broader leadership.

There are countless books, podcasts, articles, theories and models about leadership not just in organisations but also at the wider spheres of community, movements, country and international.  I’ll limit this piece to sharing my reflections on qualities which I have observed in great leaders at all levels of organisations.

Humility

Great leaders believe their role is to lift up others not to have authority or control over others.; they appreciate that leadership is a responsibility not a ‘prize’.  They do not regard themselves as better, smarter or more important than others.  They praise, they give credit, they help others.  They celebrate the achievements of the team, not their own.

Integrity and accountability

Great leaders take full ownership of their behaviours, actions and energy level.  They consider how these impact others – both positively and negatively – within and outside the organisation.  They are consistent in their behaviours – people know what to expect of them regardless of who is in the room with them.  They do not blame others or make excuses – when they get it wrong they hold their hands up and learn from the experience, and they are understanding of others’ mis-steps.

Communication skills

Great leaders have excellent communication skills.  Not only are they able to clearly express purpose and plans (both verbally and in writing) but they also listen actively and question curiously to understand others’ perspectives.  They are mindful of the impact of their words and can vary their style, deploying directness or diplomacy as the situation and individuals require.  They use these skills to take others with them.

Self-awareness

Great leaders understand their emotions, responses and biases and are committed to managing them.  They are aware of their strengths and weaknesses and seek to continue to develop.  They recognise that they cannot know everything and are comfortable asking for others’ insights or help.  They are reflective and welcome feedback and are skilled at holding individuals accountable through giving considered yet candid feedback.

I thought of adding a fifth heading of Trust, but on reflection I concluded that whilst trust is a foundation of great leadership, trust is not a quality in itself but rather is generated by the qualities highlighted above: leaders who draw on these qualities will show trust in their teams; teams who experience these qualities in their leaders will trust those leaders.

Where does coaching come into this?  Some would argue that individuals either have these qualities or not, the old argument that leaders are ‘born not made’.  I would disagree.  Every leader or aspiring leader, no matter how innate their talents, can benefit from spending time reflecting on what skills or knowledge they want to develop and how they can consistently show up as the best version of themselves.  Coaching is the ideal environment to support this.  So, great coaching can definitely help shape great leaders, although the hard work – reflecting and practising – is done by the leaders themselves.

Posted in Thoughts about leadership