In a recent study we interviewed over 200 high-potential leaders, asking them to describe today’s ideal leader. The results were clear. The ideal leader is a person who builds internal and external partnerships.
From the inside out
Internal partnerships include direct reports, co-workers and managers.
1. Partnering with direct reports
Traditional ‘bonds’ between employees and organisations have changed. Employees no longer expect that their organisations will provide them with job security. As security has diminished, so has blind loyalty.
Most high-potential leaders see themselves as ‘free agents’, not traditional ‘employees’. Their ideal leader is a person who develops ‘win-win’ relationships and is sensitive to their needs for personal growth and development. In return, they feel a responsibility to deliver value back. They see the leader of the future as their partner, not their boss!
Managers of knowledge workers – people who know more about what they are doing than their managers – must be good partners. They don’t have a choice! If they are not great partners, they won’t have great people.
2. Partnering with co-workers
Successful leaders will share people, capital and ideas to break down boundaries. Since the CEO is rewarded by the success of the organisation, the CEO knows that people need to be shared so that they can develop the expertise and breadth needed to manage; capital needs to be shared so that mature business can transfer funds to high-growth business; and ideas need to be shared so that people can learn from both successes and mistakes.
While these advantages are easy to see from the vantage point of the CEO, they can be difficult to execute.
Leaders will need to develop skills in negotiation and ‘win-win’ relationships. They have to learn to share people, capital, and ideas. In some cases, they may choose to experience a short-term loss so that the organisation can achieve a long-term gain.
In the past, many leaders have competed with colleagues for people, resources and ideas – and been rewarded for ‘winning’ this competition. In the future, leaders will need to collaborate as partners with co-workers.
3. Partnering with managers
The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. Many leaders will be operating more like the managing director of a consulting firm. They will be partners leading in a network, not managers leading in a hierarchy.
At the consulting firm McKinsey and Company, a director may often have less detailed knowledge about a client than a more junior partner. Leaders are trained to challenge their managers when they believe that the direction they are being given is not in the best interest of the client. This philosophy teaches leaders to have very responsible relationships with their managers.
Future leaders will work with their managers in a team approach that combines the leader’s knowledge of unit operations with the manager’s understanding of larger needs. Such a relationship requires taking responsibility, sharing information, and striving to see both the micro and macro perspective. When direct reports know more than their managers, they have to learn to ‘influence up’.
Outside the organisation
Leaders must also partner with customers, suppliers, and competitors.
1. Partnering with customers
As companies have become larger and more global, there has been a shift from buying stand-alone products to buying integrated solutions. One reason for this shift is economy of scale.
Huge retail corporations do not want to deal with thousands of vendors. They would prefer to work with fewer vendors who can deliver not only products, but systems for delivery that are customised to meet their needs. Also, many customers now want ‘network solutions’, not just hardware and software.
As suppliers’ relationships with their customers continue to change, leaders from supply organisations will need to become more like partners and less like sales people.
This trend toward building long-term customer relationships, not just achieving short-term sales, means that suppliers need to develop a much deeper understanding of the customer’s total business. They will need to make many small sacrifices to achieve a large gain. In short, they will need to act like partners.
2. Partnering with suppliers
As the shift toward integrated solutions advances, leaders will have to change their relationship with suppliers. For example, more of IBM’s business now involves customised solutions incorporating non-IBM products and services.
While the idea of IBM selling non-IBM products was almost unheard of in the past, it is now common – to the benefit of customers and to IBM itself. The same trend is occurring in pharmaceuticals and telecommunications.
In a world where a company sold stand-alone products, partnering with suppliers was not only seen as unnecessary, but unethical. The company’s job was to ‘get the supplier down’ to the lowest possible price to increase margins and profitability.
Today, many leaders realise that their success is directly related to their supplier’s success. In fact, some include commitment to suppliers as one of their core values. They seek to transcend differences and focus on a common good – serving the end user of the product or service.
3. Partnering with competitors
The most radical change in the role of leader as partner has come in partnering with competitors. Most high-potential leaders see competitors as potential customers, suppliers, and partners. Most organisations that rely on knowledge workers have varied and complex relationships with competitors.
When today’s competitors may become tomorrow’s customers, the definition of ‘winning’ changes. People have memories. Unfairly ‘bashing’ competitors to ruin their business could have harsh consequences. While competitors should not expect collusion or unfair practices, they should expect integrity and fair dealing.
The six trends toward more partnering are reinforcing of each other. As people feel less job security, they begin to see suppliers, customers and competitors as potential employers. The fact that leaders need to learn more about these other organisations, build long-term relationships, and develop ‘win-win’ partnerships means that the other organisations are even more likely to hire the leaders.
This is often seen as a positive by both organisations. As the trend toward outsourcing increases, it’s difficult to determine who is a customer, supplier, direct report, manager or partner.
The leader of the future will need to be skilled at managing these relationships. In many ways, telling direct reports (who know less than we do) what to do is a lot simpler than developing relationships with partners (who know more than we do). Working in a ‘silo’ is simpler than having to build partnerships with peers.
‘Taking orders’ from managers is simpler than having to challenge ideas that don’t meet customer needs. Selling a product to customers is simpler than providing an integrated solution. Getting the lowest price from suppliers is simpler than understanding their complex business needs. Competing with competitors is simpler than having to develop a complex customer-supplier-competitor relationship.
The challenge of leadership is growing. Many traditional qualities like integrity, vision, and self-confidence are still needed. But, building partnerships is becoming a requirement, not an option, for future leaders.
Business Leadership: Leading A Culturally Diverse Business Team
The question every successful business leader needs to consider – How do we collectively experience joy and manage and/or avoid suffering as a business and as a team?
As I witnessed the rain dancing against the window panes of the Mega mall in Midvalley, Kuala Lumpur, Malaysia I started reflecting on how to lead a culturally diverse business team.
Thousands of Malay, Chinese, Japanese, and Europeans passed me in the hallways of this gargantuan construction and the Dalai Lamas’ wise words reminded me that at the core of it all, irrespective of what your nationality is or what your belief system is, in general:
“We all want to experience joy and avoid suffering”
A key question that every team leader should carefully consider is how do we collectively experience joy and manage and/or avoid suffering as a business and as a team?
How can we as a diverse team be united in the joys of experiencing an expanding and successful business with a wonderful and constructive culture and avoid the suffering of a failing business and the negative experience of a toxic culture? These are of course ‘loaded’ questions because inherent within these questions are the birthing of other key challenges –
How can we as Leaders create a relatively stable and inspirational environment from within which it is easier for each individual to unlock their vast potential when vast differences in upbringing, schooling, world views, and religious beliefs exists within one team. Especially when considering the ever changing and evolving business environment within which we operate?
Fulfilling the role of a Business Leadership coach, trainer, or life coach as the situation demanded over several years I have coached, Lead, or trained Pilipino, Chinese, Malay, African, and European people. A very key learning from my experiences is that a “cross cultural and shared understanding” can be created that transcends any spoken language or any national culture.
This common language and culture has many elements but for the purpose of this article I will focus on the three key aspects:
Have a united and focused purpose
When a united and focussed purpose exists for the business team that they collectively place higher than themselves the barriers of differences in upbringing, schooling, and world views can dissolve within their shared purpose. As business leaders we cannot refer to purpose too much, even more importantly that that, we must be living, walking and talking examples of the businesses’ purpose.
To simplify the concept of purpose it can be said that purpose is the highest intent for, or the very good reason why we do what we do. That reason is or should be even more important than ourselves. When we really love what we do and sincerely so our performance is likely to be very good, on the other hand if we totally dislike the line of business that we are in or totally despise our role within an entrepreneurial venture we are likely not going to unleash our unlimited potential.
It could be argued that the sole purpose for having a business is to make a profit. Through this article I argue that that is not a strong enough reason to sustain you and make you thrive even through difficult times. The strange thing is that when you truly live your purpose with all your might and tirelessly inspire your team to do the same the money comes anyway…
Servant heart and attitude
Rabindranath Tagore famously said:
“I dreamt that life was joy. I awoke and saw that life was service. I acted and behold service was joy.”
A servant heart is universal and transcends cultural difference, a sincere and giving smile is a beautiful language of its own that needs no translation. If that ‘servant heart and smile’ is underpinned by well-developed people and technical skills it multiplies into a potent combination of character, experience, and wisdom that has great influential power within any culture.
Whether it is through the use of interpreters, and even if it takes great patience, even when a lot of mistakes are made, persevere until everyone in the team understands that servant leadership is the key to winning the minds and hearts of others.
When all in the team becomes aware that we were only ever meant to master ourselves and thereby become better servants to all, this heightened awareness can unlock the unlimited potential within individuals in the team.
Respect for people and their worldviews
My favourite poet Rumi said:
‘The wound is where the light seeps in’
Respect all as we could not understand each individuals’ pain and hardships unless we went through it ourselves. Have compassion for all as we, in general expect compassion when we go through hardships. We can only imagine what sets of beliefs we would entertain where we to grow up in a completely different culture.
My endless curiosity and determination to learn has served me well as a coach for when your interest in others is sincere they tend to ‘open up’ to you and share and thereby you fasttrack your own learning and gain insights into your co-team members worldviews which in turn greatly enhances the team dynamics.
Be authentic and acknowledge your vulnerabilities, ‘wounds’ and shortcomings and be proud of your strengths for then your team members will help you to overcome your weaknesses and learn from your strengths.
15 Ways To Command A Conversation Like A Boss
If you’re the one talking, it’s your responsibility to make sure others are listening.
Conversations can elicit a range of emotions. They may be daunting, or they may be dreaded. They may be awkward, or they may be monotonous. The good news is, you, as a participant in any conversation, have more control than you think about whether these emotions overtake the dialogue.
Having a successful conversation is about striking the balance between preparedness and flexibility, between explaining your thoughts clearly and knowing when to pause or check in. It’s about being upfront about your preferences and ideas while being open to adapting them based on what comes of the discussion.
A fruitful conversation stems from establishing a rapport with someone. Show them you know where they’re coming from. Clarify that you understand what they’ve said. Be respectful of their time and don’t dictate back to them how you perceive them to be thinking or feeling. Keep questions open-ended. Experiment with new conversation settings or styles. And don’t give in to the internal voices that try to convince you to defer too much or suffer in silence.
To help you get your points across and help others convey theirs, read through the following 15 tips, which expand more on the ideas above.
Being A Born Entrepreneur Doesn’t Automatically Mean You’re A Born Leader
The person who has the vision to start a company might not be the person to grow the company.
More often than not, we tend to think of entrepreneurship and leadership as synonymous qualities.
Entrepreneurs are expected to break new ground, be innovative, start something new. It only stands to reason they would naturally take charge of what they’ve created and lead it.
However, it turns out that the required skills of an effective entrepreneur are almost entirely different from the required skills of an effective leader. As many CEOs of growing companies can tell you, there’s a vast difference between creating a business and growing one.
One of the primary reasons great entrepreneurs including Bill Gates, Steve Jobs and Henry Ford were so influential was precisely because they were both master entrepreneurs and leaders.
To successfully grow a business, an entrepreneur must learn how to become an effective leader. Here are the five leadership skills every entrepreneur must master:
Entrepreneurs, and especially solopreneurs, who run growing businesses are eventually shocked to realise it is impossible to do everything by themselves. Most entrepreneurs are uncomfortable with the idea of delegation. They want to do everything themselves because they have a natural sense of ownership over their work. They find it difficult to believe anyone else would do what needs to be done. After all, they were the ones who built the business from scratch all by themselves.
The reality is, though, as a business grows, so does the amount of work that needs to go into running it.
Leaders understand their own time and energy are finite resources. Great leaders understand that, to be most effective in the company, they must play to their strengths and delegate their weaknesses to others who are more qualified.
Steve Jobs famously played a very small part in building the OS and designing the original Apple computers. He knew how to grow a business, so he focused on what he could do and wisely left it to Steve Wozniak and his team to execute his vision.
The perk of being a lone wolf is that you know exactly what needs to be done and the right way to do it. But, that has to change when you find yourself a leader.
We all have horror stories of working for a manager who didn’t communicate instructions effectively, which inevitably leads to confusion and frustration from both parties. As a leader, you’ll need to clearly and succinctly explain everything from your vision to administrative tasks to your employees.
But, communication is not a one-way street. You need to know what to say and how to listen. Effective leaders don’t simply give orders. They accept feedback and criticism, as well.
A constant bridge of communication between a leader and an employee not only reduces inefficiencies but also leads to a healthier and more productive workplace for all.
Entrepreneurs seldom lack in the inspiration department. They were passionate enough to start a business themselves, but not everyone shares their enthusiasm. A key skill of any good leader is to inspire the people around them.
It’s not enough to simply tell people what their job is and expect them to do it. To get the most out of your team, you have to make them believe in your vision and feel like they’re actively making an impact in their role. This is especially important when working in a start-up.
The good news is that anyone can become an inspiring leader as long as they create a clear culture around the company’s vision, values, and beliefs.
When Howard Schultz returned to Starbucks as CEO, he quickly realised the majority of his employees were no longer focused on providing customers with a positive experience. This led him to shut down 7,100 stores one day to retrain all baristas on making an espresso. This bold move not only sharpened his employees’ technical skills, but also quickly brought Starbucks’ ultimate vision back into focus.
As an entrepreneur, you should be well aware of just how powerful a mentor can be to personal and professional growth. As a leader, if you want your employees to be as effective as possible, you need to do more than just give them orders.
Along with giving them the resources they need to do their job well, you also need to be able to help them move forward in their own careers.
This can be as simple as offering them training in skills they are interested in, giving them more responsibilities, or spending more one-on-one time with them. Leaders should be able to do more than just lead from the front; they have to be able to provide support from behind as well.
By adopting a coaching mentality, you can be assured of your employees’ loyalty to you and your vision. Plus, helping your employees achieve their full potential means they’re more likely be an asset to you and your business.
It should go without saying that being innovative and adaptive is key for entrepreneurs. But, instead of only using their knack for problem-solving on market opportunities, leaders are also focused on providing solutions for problems within the company.
A large part of running a growing company is learning how to deal with internal problems like employee disputes, disorganisation, or a lack of motivation. Employees will always look to the leader to solve these issues.
When no clear-cut solutions are present, leaders need to be able to think outside the box. One surefire way to quickly lose both the respect and trust of your employees is to outsource the solution to someone else or avoid responsibility by blaming others.
Last-minute changes and mishaps happen in any business, so it’s up to the leader to adapt quickly and show everyone else the right way to handle these situations.
If entrepreneurs who have the passion and innovation to start their own businesses can develop these five skills of great leaders, they will be most effective in leading those businessess into growth and a bright future.
Read next: What Kind Of Leader Are You?
This article was originally posted here on Entrepreneur.com.
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