Leadership is one of the most written about topics in the world. This article is not intended to be a comprehensive discussion on leadership, but to highlight a few catchwords that may lend a new or different perspective on leadership. This article is also not intended to fill your mind with impressive sounding MBA-type jargon and definitions. Conversely, I hope to help you understand how simple practical leadership really is! Lastly, I will illustrate with a true life case study.
There are five keywords I will discuss briefly in this article. They are all qualities or attributes, that when applied correctly will build credibility in the leader and build a strong and loyal team. These are:
- Ignite
- Inspire
- Influence
- Involve
- Identify
Ignite
A leader should be able to ignite something in people. The main thing for a leader to ignite is vision. Simply put, vision is something that people can see in their mind’s eye that is future tense. A hope or purpose that is admirable and desirable both for individuals in the organisation and for the organisation (regardless of the organisation’s form). To ignite is to “set on fire” zeal within the people to see the vision fulfilled; to invoke a passion within people that is driven by the knowledge that the vision is way bigger than the individual; to fan into flame a desire within the people to identify themselves with the organisation’s vision. Something that they feel they want to apply their mind, emotions and labour to.
Inspire
While “Ignite” talks to people’s desires, “inspire” talks about motivation. Even where a leader has been able to ignite as described above, people need to be motivated in the present tense. This is where a leader’s ability to inspire is needed. Inspiration is what will move people to act now. This is what motivates people to get out of bed every day and get on with the job! Inspiration can take many forms, for example: talks with your people, incentives, leading by example, fair treatment, communicating individual and collective progress, laying down the next short term goal, praising a job well done, encouraging improvement and more.
Influence
Without the ability to influence, all is lost for a leader. The word “leader” cannot be used to describe someone who is unable to influence people. Influence is the ability to persuade, sway, induce, have an effect on people. To build the ability to influence, a leader needs to have a track record that declares: “I have credibility!” If people do not believe that you as a leader have credibility, they will only treat you as “the boss” because they have self preservation in mind. In other words, their motivation to be compliant with your instructions is fear, not relevance or achievement of the organisations vision. Unfortunately, there are many organisations staffed with people with this mindset. This is largely because the management layers in organisations are filled with managers, not leaders!
Involve
One of the keys to leadership is involving the team in all aspects of achievement of the vision. A leader is not supposed to be an island or the sole decision maker in an organisation. A wise man once said: “If you think you’re a leader and turn around and see that you have no followers, you’re just a guy out for a walk!” It is important for a leader to get his team involved in the process and not only use them to follow instructions. When people are involved in a process, they immediately feel as if they are owners of the process, not only tools in completing tasks. They feel relevant. This means that the leader needs to take an interest in equipping the team. If the team are to reach higher levels, they will need to be stretched. Included in the stretching is allocation of more responsibility as well as more equipping to take on the responsibility. It often happens that people are given more responsibility, but they fail because they were never prepared or trained to take on the responsibility. The old example that a good salesman does not necessarily make a good sales manager is a case in point. Another important point to remember is that people should be recognised for their successes and corrected for their failures. (Unfortunately, nowadays, failures are euphemised and called “areas for development”!) Unless failures are corrected, and the proper guidance given, it is unreasonable to expect improvement next time.
Identify
To complete the loop, the team and the organisation should be one to which the people are glad to identify themselves. This gives people a sense of relevance and belonging. If people are not happy to be identified with their leader or organisation it is unlikely that they are giving their best. We form clubs, churches, interest groups and the like purely because we identify positively with others with the same passions. The leader should be able to advance the identity of the organisation to the degree that people in it positively identify with it. When they do, they feel as if they are part of a cause, rather than merely employees earning a living. Think branding. What brands do you associate with gladly, and which ones do you have no affinity for. It’s the same with employee identity within your department or organisation.
Case Study
My case study is the leadership of Jesus, the most influential leader in all of history. He ignited such a passion in his followers that they spent their lives devoted to His cause – most of them, to the point of death. He was able to communicate with such sincerity as to His vision (purpose) that they “bought into” it. They gave up their day jobs and followed Him for three years, during which time He inspired them to stay with Him. They learned a new way of life from Him and were persuaded to stay with Him every day because they saw from His lifestyle that it was real. Jesus influenced not only His generation but started a following that has spread the world over. As its manual it has the Bible, the most printed, translated, bought, given away and written about book in the history of mankind. I call that influence! Because He knew he would not be on the earth forever, Jesus understood that He needed to involve his team in His work. They were taught, trained and shown what to do. When He left (earth), He sent them an empowerment through the Holy Spirit and vested them with authority to get the job done. The work He started, they carried on and taught generations and countless millions through their writings and as a result, Jesus’ organisation is strong and expanding even 2000 years after His departure, with millions of people involved in its way of life and promoting that way of life to others. The identity He created is now called Christianity, and has been called this since the first century. For those readers who understand branding, Christianity certainly has been a long lasting and successful brand. People though the ages have identified so strongly with His cause that they have been willing to die for it, some of them in the most painful and violent way. It is an identity that evokes in people a very specific way of life and outcome after death. People affiliated with Christianity may differ with one another on some issues but that’s really no different to the way different branches of large conglomerate function slightly differently.
Lead this way and you too will be a great leader!
BDF
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