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Leadership Hustle: A Modern View On Leadership

‘Leadership hustle’ refers to the concept of analysing with great care what needs to be done as a Leader.

Dirk Coetsee

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“Actually, caring about the other person is the leverage in any conversation.” – Gary Vaynerchuk


Have a clear Vision. Do what you love. Now, go and do what is necessary to make your glorious Vision a reality. Sounds so simple! Sounds so cliché. Not so much……

It takes a lot of ‘hustle’ and serious staying power to fully unleash your inherent Leadership potential and to overcome several obstacles that appear on your path. Several opinions and definitions exist in terms of what Leadership really is. Within a modern context, considering factors such as generational gaps, differences in upbringing and schooling, political interference, technological advances, and market disruptions I will define leadership as:

“Continuously applying the required and adaptive skill set, to unite a diverse group of people in committed and sustained effort, with the aim to attain a collective Vision that they sincerely aspire to.

In reflecting on this statement concepts such as self-development, emotional intelligence, honing your craft, wisdom, building a sustainable culture of success, a high level of motivation and several other factors are cast under the spotlight.

Related: How Marius Meyer Is Defining What Excellent Leadership Really Means

‘Leadership hustle’ refers to the concept of analysing with great care what needs to be done as a Leader, then carefully deciding how it needs to be done, be willing to ‘pivot’ when things are not working, create a sustainable motivating climate, and then persevere with an extreme high level of commitment until your team realises your collective vision. If you are a true Leader this ‘hustle’ never stops. A critical part of your work as a Leader is to coach and create more Leaders in order to ensure a sustainable future for your business.

The ‘last trump’ has blown on supposed Leaders whom only use bonusses or disciplinary action as leverage to entice their team members to perform. People, generally speaking, want to feel that they are cared for and that they are working together to attain something higher than themselves.

Gary Vaynerchuk

Gary Vaynerchuk

A twenty-eight-year-old friend of mine recently stated that: “It is so not cool to Lead”. He was giving a voice to his perception of power hungry and self-serving leaders whom do not care for others. There are always individuals whose actions are not exemplary. Well, let me tell everyone of something that is very cool – First-hand experience of an individual or team that have unleashed their potential and now are masters of their craft and you had something to do with it as their leader/a leader.

As the abovementioned Gary Vaynerchuk quote alludes to – “Actually caring for the other person is the leverage in any conversation.” Leaders must sincerely care for their team members, if not they are just ‘ bosses’ that suck every ounce of energy out of their team members in order to be enriched.

The Author has heard a number of entrepreneurs complain that they have lost their businesses by caring too much for their employees and doing too much for them at the dire cost of their businesses and themselves in person. Their situations became untenable as according to them their team members performance did not even remotely match the effort of the entrepreneurs.

In part many challenges similar to the above example arise as a result of a transactional style of Leadership – “I do for you and you do for me”. Naturally even if no lip service is paid to the concept , there is, in most cases part of the Leader/Entrepreneurs’ consciousness that does expect something in return.

For the purposes of this article the concept of ‘Leadership Hustle’ moves in the opposite direction of a transactional style of Leadership, instead it fosters a collective consciousness and culture where the team jointly as servants of a higher vision do everything because they want to out of love for the cause as opposed to being forced to.

Related: Servant Leadership – Will You Serve?

This puts a demand on the team Leader to hire ‘the right people’ that are committed to the cause from the start. Easier said than done? Most certainly! The Leader would have to Hustle up! We as Leaders will have to be committed enough to learn through several mistakes until the most optimal HR model is created that serves our Vision. We would have to continuously and urgently refine our team selection, training processes, and positive feedback loops until we find the solution that offers us the best change to collectively attain our aspiring Vision.

The ‘People before profit culture’ strikes fear in the hearts of most Leaders and rightfully so. What if I focus so much on caring for people that our profits decrease dramatically?! Allow me to rephrase the statement –

‘The right people (doing the right things) before profit culture’ will ensure more profits in the long run than you could ever have foretold.

‘Leadership hustle’ does not mean I foreclose on all methods of control as a Leader, stop managing, and only Lead. ‘Hustle’ means that we as Leaders must put more focus on Leadership than management controls which in turn would make the daily management of our teams easier because as a result of the focus on Leadership we will generally deal with a more inspired, motivated, and engaged workforce.

Seeing Leadership as an ever-evolving journey of learning and adapting rather than a single event would save the reader an unmeasurable amount of frustration and failures. Whether we appreciate change or not it is being enforced upon us by, in part, the millennial generations’ general traits of being more entrepreneurial, being very inquisitive and challenging, and basically living online.

It will serve Leaders well to rather gain wisdom in terms of the varying needs of different generations within a single workforce as opposed to judging a certain generation to be more effective at work than the other. Caring for people means caring for all, and part of caring is being interested enough to understand them better.

Related: Paddy Upton: People Centred Coaching

millennial-segment

The author was in the audience when Cliff Hazell, an agile coach at Spotify, delivered a guest speech at the 2016 African Lean management conference. During the Q&A session Cliff was asked how we should best engage the “millennial segment” of our workforce as Spotify is well known for its very modern, integrated, and very successful culture.

The first part of Cliffs’ answer was, at least to me, simple yet profound – “First of all you could start by stopping to call them Millennials!”

People in general are progressively starting to abhor labelling and a judgemental attitude. It has served Spotify very well to rather focus on utilizing their generally younger workforces’ entrepreneurial thinking and inquisitiveness to gain traction towards the companies collective Vision as opposed to an attitude of labelling and judging.

A paradigm shift that forms part of ‘the Leadership hustle ‘is to rather have non- judgemental Learning discussions than the traditional performance appraisals. To sum up this modern approach to Leadership we are asked to continuously learn and improve our skills and be flexible in our application of skills. In order to create sustainable success as Leaders we have to have an improved grasp on the generational differences within our teams. We have to develop the skill to utilize the strong points of each generation and person within our teams to gain traction to ultimately actualizing our collective Vision.

We have to be more and more inspiring Leaders as opposed to being ‘control freaks’, that is if we sincerely aim to create a ‘HIGH TECH-HIGH TOUCH (People orientated) environment for our teams.

GO FORTH AND HUSTLE!!!

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Leading

How To Make Speedy Decisions As A Leader

Whom of us has not been held prisoner by our own devices of procrastination and fear? Whom has not used delaying tactics purely to play for time only to learn the true practical meaning of Shakespeares words: “I wasted time and now time doth waste me”?

Dirk Coetsee

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“Trusting one another, however can never mean trusting with the lip and mistrusting in the heart.” – Mahatma Gandhi


“Self-trust is the first secret of success” – Ralph Waldo Emmerson

Whom of us has not been held prisoner by our own devices of procrastination and fear? Whom has not used delaying tactics purely to play for time only to learn the true practical meaning of Shakespeares words: “I wasted time and now time doth waste me”?

Rapid decision-making

Harvard research has identified amongst other key traits of the most successful CEOs’ of Fortune 500 companies the ability to make decisions quickly and act on them at a rapid speed albeit with the inherent acknowledgement that they might get it wrong forty percent of the time.

Related: 7 Strategies For Development As An Entrepreneur

Why is speedy decision making and a rapid pace of execution so critical? Top leaders know that making quick decisions combined with swift execution creates a much better chance of success as opposed to very slow and bureaucratic verdicts underpinned by little or no action.

When there is a high level of distrust amongst the stakeholders in any entrepreneurial venture literally everything slows down as negative arguments ensue and takes up an enormous amount of precious time. Forced action underpinned by distrust loses quality and speed and can potentially bring a business to its knees.

“The speed of trust” is therefore an extremely valuable principle that all Leaders should live by, that is if they wish to serve a higher purpose than themselves and others. Those Leaders whom have developed a high level of self-trust and have earned the trust of their team members have put themselves in the very advantageous position of being empowered to move towards their vision at a rapid pace through quickfire decisions positively multiplied by confident and competent execution.

“The speed of trust” does not mean that decisions are made without careful consideration and stakeholder input putting the level of quality of execution at imminent risk. It simply means that the decision-making process is quicker than most as mistrust does not cast unnecessary shadows of doubt over the intentions and ambitions of all the stakeholders.

A Leader or Leaders whom has fostered self-trust within themselves will not go through lengthy spells of procrastination that those whom lack self -awareness and suffer from severe self- doubt has to go through.

How do I execute at the speed of trust?

How do I practically bring the principle of the “speed of trust” to fruition within my business? Firstly, ensure that this critical principal is applied throughout all business processes which starts with hiring trustworthy people and by working those out of the business whom cannot be trusted.  Secondly, as  a Leader your actions and words echo throughout every aspect of the business therefore do what you say you are going to do. Admit to your mistakes and fix them.

Thirdly be authentic in your pursuit of the vision of your business. One of the possible ways to achieve that is by being a visible and living example of the business values that you advocate as a leader.

Related: Sales Leadership: The New Frontier

Lastly in order for you to be trusted as a leader you must first show trust in others. Trust others by giving them more responsibility and verbalise your high level of trust in your team members. Passionately speak about this principle and its positive fruits at every opportunity. Make the practical display of this principle by employees or any other stakeholders known to all stakeholders and be lavish with your praise when anyone is willing to earn the trust of other team members.

A very good example of this principle in action was embodied by the Supreme Russian commander, Alexander Vasilyevich Suvorov whom never lost a battle and was respected by both his men and his enemies. He earned the trust of his men by being amongst them as often as he could, by sharing their hardships and by offering them the most authentic and quality military training known to man within that period of history.

Suvorov was a humble student of warfare and documented every detail of his learning experiences which included setbacks that he faced. He observed the morale of his men first hand and ensured that he inspired them not only through his inspiring speeches but by being a living example of discipline and bravery.

I will leave the reader with an important question to ponder, one that has echoed throughout history: Do you trust enough to be trusted?

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What Kind Of Leader Are You?

Your effectiveness in scaling your business starts with the kind of leader you are. Here’s how you can build yourself up into a leader others will follow.

Nicholas Haralambous

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When you are in start-up mode it’s tough to take a step back and think about the kind of leader you are or want to be. Most of the time you’re fighting to keep your business alive, never mind think about how you lead.

This is especially challenging when it’s faster and more efficient to just step up and do things yourself. It’s easier for you to make the decisions, do the work, check the work, follow up on the work, etc. However, it’s this situation that prevents young companies from scaling to the next level.

Ask More Questions

I work really hard every day to be quieter. Sometimes I succeed and sometimes I fail so dismally that I actually do more damage than good. You see, I like to talk. I like to hear other people talk and I like to bash around ideas until they become something bigger, something better and something that can move from idea into action.

Related: Your Leadership Journey Starts Now… And Go!

Coupled with liking to talk, I also like being right. Who doesn’t? Add onto these two things the fact that I like to read and research and then throw in a teeny bit of ego or pride and it’s a recipe for leadership disaster.

If I am the most well-read, loudest and most opinionated person in a meeting then all that happens is that I end up pitching an idea, getting everyone to agree with this idea and then assigning the work on the idea to become a reality. Basically, I am working with, for and amongst myself. It’s an echo chamber that leads to bad ideas surviving and an unhappy team leaving.

The Collective Is More Intelligent Than the Individual

As a leader and founder, you probably feel like you are the person with the best understanding of the problem you are trying to solve and the best person to solve the problem. This can lead to a dictatorial approach to leadership, team inclusion and problem solving. You have an idea, you tell your team and they do what you tell them.

If this is how you do it then I have to ask you a simple question: Why did you hire smart people? Just so you could tell them what to do? If that’s the case rather hire capable but cheap people, not the best.

Your best people are there to help you scale your business beyond your own thinking and time. There are a set amount of hours in the day. There are only so many emails you can answer in your day.

A good example in my business is customer support. We pride ourselves in our impeccable customer service online and offline. I can’t physically answer every question posed by customers but I can hire incredible colleagues, entrust them with my vision and views on our customers and then trust them to go out and use their good judgement.

Work With The Best

Here’s the kicker to being a good leader: You need to work with the best people.

This is not something I say as a passing statement. I want you to stop reading right now and think about the ten people you interact with at your company every day. Are they the best people you could be working with? If not, why not? How do you find the best people and bring them into your business? Go and do that.

Related: You’re The Boss, So Be The Boss

It’s important to work with the best for two very simple reasons.

Working with the best people pushes you to be better. If you are literally the smartest person in the room in every aspect of your business it means that you are surrounded by subpar players and you are not learning anything. The people around you are meant to educate you and push your business into places you didn’t even know were there.

Second, working with the best people attracts other incredible people. If you have a business full of average team members, can you guess what kind of people they pull towards your business? More average or less than average people. Why? Because average people don’t want to be surrounded by incredible people. If they are, they look worse and not better.

It’s incredibly difficult to be a good leader all of the time. In fact, it’s close to impossible. What you can do is try to be a leader who communicates, learns and grows with your team in an open manner.

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All The Business Wisdom You Need From 4 Famous Entrepreneurs

Combine the knowledge of the greatest entrepreneurs with your own hard earned lessons.

Brian Hamilton

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There’s a lot of deification of entrepreneur “personalities.” The truth is that a few entrepreneurs, in my opinion, are probably luckier than good. But, some of the praise and deification is warranted. There have been some fantastic business leaders in this country, and one can learn a ton from studying them. Below, I’ve compiled a list of the four entrepreneurs who have taught me the most over the years.

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