Leadership Behaviours
Although each organisation is different, certain key themes emerge repeatedly. Having some kind of vision usually features strongly, as does the ability to inspire people. If you don’t want to go to the trouble of devising a tailor–made set for your company, Kouzes and Posner have developed one of the best generic models. In their book ‘The Leadership Challenge’ they identify five key leadership behaviours:
Challenge the process
This leadership behaviour is about commitment to continuous improvement. James Dyson challenged the way vacuum cleaners were designed and marketed when he developed his dual cyclone model. Julian Richer questioned the way hi-fi systems and mobile phones were sold to retail customers. Richer, of Richer Sounds, passionately believes that if you treat people well, genuinely respect them and work hard at constantly motivating them, it results in a group of people who value their jobs and value themselves.
Inspire a shared vision
Inspiring a shared vision means having a very clear view of where you want to go. Mark Simpson isn’t a nationally known figure. When he took over the family screen–printing business on Tyneside, it was just another small printing firm. But what makes Simpson a true leader is his vision of the future. This vision is transforming his company into the number one player in its market sector, designing and producing innovative point-of-purchase products for retailers.
Enable others to act
Enabling others to act means not only creating the kind of intense loyalty that people such as Richard Branson can inspire in their staff, but also making sure that other people have the skills to act in the pursuit of the vision. Kevin Newman set up the very successful telephone bank, First Direct. When I asked him how he went about taking important decisions, his answer surprised me. ‘I avoid taking decisions as much as possible’ he said. ’As chief executive, my job is to teach other people how to make the decision’.
Model the way
Modelling the way is perhaps the most interesting leadership behaviour. The credibility of a manager who says one thing and does another can be seriously questioned. Living consistently by a set of values is what sets true leaders apart. In Built to Last Porras and Collins investigate what makes a company successful over the long term. Their research shows that leaders don’t have to be charismatic, leading from the front, sparkling with quick wit and ready repartee. But they do have to have a set of values that they believe in and which they demonstrate by their action dozens of times every day. Building trust and credibility is the ultimate leadership challenge.
Encourage the heart
Encouraging the heart is about giving the praise and encouragement people need to keep going. William James, often described as the father of modern psychology, once said ‘The deepest principle of human nature is the craving to be accepted’. It’s the little things in life that make people feel appreciated. When Rotary watches won an industry award for one of their products, MD Robert Dreyfuss sent every member of staff a personal thank you letter, which contained a £50 note. People at Rotary still refer to this special approach, remembering the personal letter rather than the financial reward.
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