Over the past 5 years we have gone through an anthropological level change in how we work. Expectation of what we mean by 'work' are driving change at a phenomenal rate. A result of this change is how people need to be supported.
We no longer need bosses, managers, controllers, monitors, supervisors, and paper pushers. These functions do not support our new remote, technology driven, fractionalised, nomadic ways of working.
Now we need leaders, guides, mentors, coacher, role-models, creating people centric culture. Leadership has never been more important as we have a new dynamic in how we recruit, develop and retain talent. In a previous article I wrote about nature vs nurture in terms of how leadership skills are developed, so I won’t go over old ground, but here is a link if you missed it.
I am however interested in the characteristics that make a leader.
Ricard Tobaccowala identifies ten insights into the make up of a leader, in his forthcoming book, Rethinking Work.
Anyone can be a leader as it reflects behaviours and values, whereas a Boss is a job title so must be bestowed on people.
In a similar vein, many bosses can be great leaders, but leaders do not need to be bosses.
A leader is focused on their sphere of influence, whereas a boss fixates on their sphere of control.
Leaders build a wide spectrum of skills and are always looking to broaden their horizons.
In our dramatically changing world, leaders realise that expertise in a craft is not enough to master the complexity of leadership.
Leaders have courage to not just go with the flow and follow what has preceded them. They stand up for what they believe in.
Trust is the currency of a leader. They are trusted to do what is right for their people. People trust them and their default is to trust their people.
The best leaders are always learning, looking to improve and expand.
Most leaders are energisers, they give energy to those around them. A lot also get energised by being with their people. This links back to another article I wrote, this one was about how people give and take energy.
Leaders recognize that companies do not transform but people do and they need to transform themselves. But transformation is a process of transition and the best leaders are managing many transitions both of their firms, the people around them and themselves.
Today's leaders think of growth in many more ways than just growing their business. They want to grow their own influence whether it be writing, speaking, or NED roles. They wish to grow their own intelligence in many areas not just focussed on things like AI but also Private Equity, Cultural Trends to be impactful in a multitude of ways.
So back to the nature/nurture conversation, transforming from boss/manager to leader/coach is possible for those wishing to try.
As times change the best leaders adapt and learn and flex into new shapes and learn new skills.
Tobaccowala believes that this transformation requires three conditions:
First it requires today’s bosses to accept that to grow and remain relevant they will have to change and while it may be difficult it is better than becoming irrelevant.
It also requires their leaders to ensure that new incentive systems that are more about zones of influence, growth of craft and people versus zone of control of budgets and team size are put into place.
There is an urgent need for coaching and training and patience to help today’s managers become tomorrow’s leaders.
A personal hunger supported by new incentives and buttressed with training including the opportunity to self-learn is the formula.
Talent is short and many leaders are aware of this and planning accordingly.
They know that new brooms sweep clean but old brooms know the corners.
By Richard Wright
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