Helping someone truly transform takes a huge amount of effort from a teacher. Because of this, truly great teachers are unwilling to teach everyone, because you can’t hope to reach everyone. Not everyone has the work ethic and hunger to deserve that type of effort and hard work.
It takes an enormous amount of energy and personal sacrifice for a good leader to help someone transform themselves into something new.
I always tell people when they have a boss pushing them or hounding them to not worry – that boss probably cares about you improving and progressing.
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You should start worrying when your boss stops. When someone stops putting an effort into your progress, they may have given up on you.
I’ve seen this happen both ways while running my company. I’ve helped people transform who didn’t have the will out of necessity, and I’ve helped people who did have the will and wanted it more than anything. It’s a demanding process.
In both cases, I think the individuals resented me to varying degrees, and that was okay. I wasn’t in it for them to thank me. I was in it to create an end product.
While they may have not have completely understood at first why I was doing what I was doing, in most cases, I believe they came to an appreciation of how I was helping them.
To me, there is nothing more extraordinary than a human being changed at his or her core. Most people go through life and never change fundamentally. They don’t change – because it’s hard.
Ninety-nine percent of people are driven by emotions, instincts, desires, lusts and hungers. An individual who wants to change must rise above, recognise himself or herself for who they are, make a conscious decision in every moment to face these things and choose to be different.
Making a choice to be different in every moment is the great challenge that anyone who has risen to the top of their field or had great success must recognise and conquer.
Here are five things a great boss who cares will do that you might resent him or her for:
1. A good leader will demand excellence
For too many, mediocrity is okay. Most bosses or leaders will sell you short. They will say that’s as good as they can do, because they don’t care enough to demand your best.
It’s just easier to except you as you are. The boss who demands more of you is the boss who is doing you a favour. He’s the boss who sees your potential and is willing to put the energy into you, to see you evolve.
2. A good leader will push you to the edge
A great boss or leader will push you to the breaking point. You might think they are pushing you too far. However, if they really care about you and believe in you, they will push you past where you think you can be – but not so far that you break.
A great leader knows that it’s at the edges where real progress is made. When you have gone further than you thought you could and get close to your breaking point, that’s where greatness is discovered.
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3. A good leader will tell you the truth
Most people don’t want to hear the truth. They are just fine where they are. They do not want to disrupt the status quo. People often ask me for advice on business. Most of the time, I decline. The reason is that most people don’t want to hear the truth.
Most people just want you to reassure them that what they are doing is good.
The truth does not always reassure. Sometimes it can hit you hard, like a punch to the face. But the boss who is honest with you is the boss who will make you better.
4. A good leader will yell at you
Sometimes leaders are tough – even jerks – but it’s always for a valid reason. Do not sell yourself short by being lazy and not appreciating what they are trying to do for you.
Sometimes to get your attention, a boss may yell. If that’s what it takes to get you back on track, so be it. Would you rather they say something important in a way that is nice but doesn’t get your attention – and then you miss it?
5. A good leader will compliment you only when you deserve it
A good boss is not there to hand out participation trophies. They want you to learn what it means to accomplish something and receive legitimate praise based on an actual accomplishment. It’s a great feeling and way different than an empty pat on the back.
If they praise you for something undeserving, they will gradually lose your respect. It’s important in the process to not only to be fair with criticisms and challenges but also be fair with praise.
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A boss is there to measure your progress. The feedback they give will help you gauge progress and build confidence.
The next time your boss is pushing you hard and you don’t understand why, just remember – they might be trying to take you to a place you didn’t think you were capable of reaching.
This article was originally posted here on Entrepreneur.com.
Why Elon Musk’s Vision Should Change Your Business
If you’re not moving forward, you’re moving backward, there’s no sitting on the fence, its one or the other.
It’s about the big picture
Elon Musk is the kind of guy who probably divides the room wherever he goes; in the same way that people either prefer Superman or Batman, soccer or rugby, maybe summer or winter. There’s no sitting on the fence. It’s one or the other. You either like Elon Musk or you don’t. But this article is not about him, its about you and how you are leading your business.
Love him or hate him, I don’t believe any business leader can get away from the fact that Elon Musk, possibly more than any other contemporary entrepreneur, is going to have an influence over your business. And if he doesn’t, he should, not as an individual as much as an archetype.
In the early 2000s another famous South African born entrepreneur Mark Shuttleworth was the first South African to become a space tourist. We were all proud, and asked ourselves what we would do if we had billions of Rands… how would you spend it? Mark’s rigorous preparation and orbit in space riveted the nation, from coffee break conversations to television documentaries and Grade 5 school projects. Everyone was talking about it. Mark’s trip was ultimately the fulfilment of one man’s personal ambition, a dream long-held and finally fulfilled.
Aligning the planets
Elon Musk seems to be a different kind of dreamer. He does not only dream for himself, he dreams for humanity and that is rare. It is also why I think that his vision is something that every business leader should take note of. Look at any Start-up:101 Pitch Deck and you’ll likely see Guy Kawasaki’s famous 10, 20, 30 format and the first slide trying to answer the question, “What problem are you solving?”
Imagine setting yourself the problem of transitioning humanity into becoming a “multi-planetary species”, as Musk famously declared in a 2017 TED interview, and if that’s not enough, you are also working to revolutionise transport and save the environment through clean energy. In my view, Elon Musk (flawed as he may be) represents, two essential qualities that are absolutely indispensable for leaders and businesses of the future: Hope and Vision.
The lever that Musk has chosen to crank open the future, restore hope and unlock his vision, is technology. Misunderstood and much maligned, technology; like Musk, also instantly divides a room.
Technophiles on the one side, technophobes on the other and you must choose. You cannot half use technology, you either opt in or you opt out. The only choice is whether you will use technology responsibly or not. This is no small question and something that many business leaders (including Musk) have shown some commitment to by adding their support to organisations such as the Future of Life Institute.
Ships are not built to stay in the harbour
Technology is agnostic, it is neither good or bad. It’s influence lies in how you choose to use it. With so much talk about the Fourth Industrial Revolution (4IR), and how it is going to impact our lives and, in a business context, the lives of our employees it seems prudent that, as leaders, we establish a clear vision for technology in our businesses with due cognisance of how it is likely to impact our staff and our customers alike.
A business that integrates machine learning and AI into its business management system, for example, may in future have unprecedented access to information, provide intuitive robotic support 24/7, and the power to influence behaviour. This goes beyond ‘old-school’ marketing and advertising, heading into untested waters.
While we should rightly rely on our policy makers and legislators to put regulatory frameworks in place to guide how we use technology, as business leaders we should already be taking the first steps towards developing a technology-use policy in our businesses.
Like Musk, our aim should be to bring hope and share a vision. A hope that, even with the threat of diminishing resources in our businesses, we are up to the task of conceiving novel and exciting alternatives that, even if it looks different than in the past, are able to meet the needs of our people. And a vision, not just to increase shareholder value or to be the leaders in our field, but something aspirational.
A commitment to lift eyes and hearts with a big vision, maybe not for interplanetary travel, but at least to let your Enterprise boldly go where it has not gone before, not as a tourist, but as the captain of your ship. Because if you’re not moving forward, you’re moving backward, there’s no sitting on the fence, its one or the other.
6 Ways To Lead In The Multi-leader Economy
Why business leaders today compete for mindshare among their employees, and how they can lead.
I recently attended an event where a CEO delivered the company’s annual results and outlined its future strategy. He closed the talk with some inspirational content to get the team excited about the year ahead.
While I listened to this business leader speak, I also had my eye on the audience. While the content was relevant and inspiring, the narrative and delivery was off. This was evident in the audience, who seemed disengaged – most had their faces in their phones. These employees, who should be inspired by their leader, were simply biding their time, waiting for the next speaker.
Was it because they’re generally rude, disengaged people? Not at all. In fact, they were a phenomenally switched-on crowd when we presented to them. So why weren’t they listening intently to the proverbial captain of the ship?
Leadership competition hotting up
I believe it’s because leaders today are competing for the attention of those they lead. People are exposed to hundreds of potential leaders in their daily lives, and that number grows daily as the internet brings a whole host of outside influence into reach.
While many of these influencers are not tasked with leading, per se, great leaders seldom have to force a following. They naturally build one through an innate ability. They achieve this by delivering inspiring and engaging content on a regular basis via platforms like Facebook, Twitter, LinkedIn, YouTube, podcasts or TED.com.
And it’s not just inspirational visionaries like Jobs or Branson who people listen to today. Anyone with a strong message can self-publish to spark debate, inspire or influence.
Understand the new dynamic
Accordingly, whenever a leader steps up to deliver something relevant to their team, they need to be aware that in the past 24 hours their audience has probably watched people like Simon Sinek, Mel Robbins or Will Smith deliver a message that could spark a different way of thinking.
If you’re a business leader and have not considered the possibility that your team is also being influenced and, often, led by a host of other leaders, then you’re in for a tough time. The reality is that leaders now face fierce competition, and as the head of an organisation you need to take charge and own that space.
Here’s how you can take the lead in leadership:
1. Maintain face-to-face engagements
This is still the best way to work, especially when talking about important matters. I have a standing one-hour meeting with my team every three weeks. I open this session with a 10-15 minute talk on a specific topic I feel is important. The remaining time is used for open discussion. These sessions have been incredibly powerful, because it’s an opportunity for everyone to have their say, share their views and contribute to growing the business and the team, together.
2. Write narrative that catalyses conversation
This pertains to the content of your engagements. This needs to be something that’s not only on your agenda, but also on your employees’ agenda. People need both answers and guidance, but when leaders and teams can work on both aspects together, magic happens.
3. Deliver with conviction
Leaders often throw out a concern, hoping that it gets resolved. You can’t do that. Leaders need to stand up and deliver with passion to galvanise their teams. Sure, be part of the conversation, and ensure that your team knows how important it this, but understand that it’s more than just a conversation.
4. Get them to challenge you
The proverbial ‘open door policy’ requires employees to walk up to the door. Our regular team session offers me the opportunity to ask everyone, collectively, about their thoughts on a subject. I’m basically standing at the open door and asking them to come in, and not just randomly, but to discuss something pertinent.
5. Make the changes required
After listening to your team, take action. Due to the influence of social media, society today is plagued by “ask-holes” – people who ask for advice or ideas, but never action them. Leaders need to listen and take action. Not that you should do everything you team asks, of course, but listening is the first step to understanding, and action needs to follow.
6. Rinse, repeat
Effective leadership is not an annual speaking engagement. It requires constant work to keep teams focused on the business. The biggest failure in most businesses is a lack of communication, which is something leaders need to constantly work on.
Want To Achieve Greatness? Force Everyone Out Of Their Comfort Zones
Diverse teams are better performing teams, but only when they are inclusive.
Working in a diverse team feels uncomfortable and that’s why we perform better. Discomfort arouses our brain, which leads to better performance.
Diverse teams are smarter teams. They have higher rates of innovation, error detection and creative problem solving. In environments that possess diverse stakeholders, being able to have different perspectives in the room may even enable more alignment with varied customer needs.
Being able to think from different perspectives actually lights up areas of the brain, such as the emotional centres needed for perspective taking that would previously not be activated in similar or non-diverse groups.
In a nutshell, you use more of your brain when you encourage different perspectives by including different views in the room. However, work done at the NeuroLeadership Institute has proven that this only works when diverse teams are inclusive, and this still remains a key challenge in business today.
When we consider the amount of diversity present in the modern workplace and the addition of more diverse thinking as a result of globalisation and the use of virtual work teams, it’s clear that the ability to unlock the power of diversity is just waiting to be unleashed.
Here’s how you can unlock this powerful performance driver.
The Social Brain
Despite the rich sources of diversity present in most workplaces, companies are still often unable to leverage the different perspectives available to them in driving business goals. Recent breakthroughs in neuroscience have enabled us to understand why. The major breakthrough has centred around the basic needs of the social brain.
We have an instinctual need to continually define whether we are within an in-group or an out-group. This is an evolutionary remnant of the brain that enabled us to strive to remain within a herd or group where we had access to social support structures, food and potential mates. If we were part of the out-group it could literally have meant life or death. We are therefore hypersensitive to feelings of exclusion as it affected our survival.
The brain is further hardwired for threat and unconsciously scans our environments for threats five times a second. This means, coupled with our life or death need for group affiliation, we are hypersensitive to finding sameness and a need for in-group inclusion.
When we heard a rustle in a bush it was safer to assume that it may be a lion than a gust of wind. It is this threat detection network that has kept us alive until today. The challenge is that society has developed faster than our brains. In times of uncertainty we often jump to what is more threatening.
Some of the ways that this plays out is when we leave someone out of an email and they begin to wonder why they were left out. The problem is that it’s easy to unconsciously exclude someone if we are not actively including. The trouble occurs when we incorrectly use physical proxies to define in-group and out-group, as this is the most readily available evidence used unconsciously by the brain.
Barriers to Inclusion
A study done between a diverse group and non-diverse group demonstrates how this plays out in the work place. Both groups completed a challenging task and were asked how they felt they did as a team after the exercise.
The effectiveness of the team and how they perceived effectiveness were both measured in the study. It’s no surprise that the diverse team did better in the completion of the problem-solving task, but what is surprising is that they felt they did not do well. In contrast, the non-diverse team did worse, but felt that they had done well.
Working in a diverse team feels uncomfortable and that’s why we perform better. Discomfort arouses our brain, which leads to better performance. It feels easier to work in a team where we feel at ease in sameness, but in that environment we are more prone to groupthink and are less effective.
We can’t assume that when we place diverse teams together we will automatically reap the rewards of higher team performance. As discussed, we’re hardwired for sameness and if we’re not actively including, we may be unconsciously excluding.
If we want diversity to become a silver bullet, we need to actively make efforts to find common ground amongst disparate team members. This in turn will build team cohesion and create a sense of unity, including reminders of a shared purpose and shared goals. Many global businesses put an emphasis on a shared corporate culture that supersedes individual difference.
It’s the same mechanism that is used in science fiction films that bond individuals together against a common alien invasion. It can also be used to describe why we felt such a great sense of accomplishment during the 2010 World Cup as we banded together as a nation.
We must also make sure we uplift all team members by sharing credit widely when available and recognising performance. The last thing we can do to further inclusion is to create clarity for teams. By removing ambiguity, we allow individuals to not jump to conclusions about their membership within groups and calm their minds so they can use their mental capacity to focus on the task at hand.
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