What leadership qualities are important to today’s workforce?
The best leaders—the men and women people want to follow, not have to follow—are confident, authentic (genuine, worthy of trust, reliance and belief), and intrinsically powerful, which means they’re connected to a purpose greater than themselves.
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“It’s choice, not chance, that determines your destiny.” -Jean Nidetch
It was a crisp autumn evening when I drove to the radio station in Columbus for an interview. Not knowing what to expect or where the questions would take us, I decided to just enjoy the experience.
My interviewer was Maureen Metcalf. With her extensive knowledge of leadership, she made the process enjoyable with insightful questions and a great conversation. In addition to her role as CEO of Metcalf & Associates, Maureen is the host of VoiceAmerica, an international radio showfocusing on innovative leadership. She also writes about leadership and organizational transformation for Forbes.com.
In this wide-ranging interview, we talk about a number of topics:
I’m often giving keynote speeches about the rapid-fire pace of change. From artificial intelligence to the gig economy, the world of work is changing at a record pace.
The Leadership Mind Switch is a new book by authors Debra Benton and Kylie Wright-Ford that helps leaders position themselves for the future in the midst of these changes. To keep up and succeed, you want to understand how to navigate to drive growth well into the future.
Rethink How We Lead
Why is it important to rethink how we lead?
While it is always important to grow and develop as leaders, we are experiencing an historical era where tech advances married with sweeping demographic changes, plus a shift in the power base from corporations to individuals, have upended the way the future looks for work, workplaces and workers.
The sharing economy, the low marginal cost of becoming an entrepreneur and the preferences of rising generations mean that leadership behaviors of the past will fail in a quest for relevancy in our physically and digitally fused world. Yet leaders are still using biographies of their favorite leaders from the 80s and 90s as their guides for the future.
As a Chief Operating Officer meeting hundreds of the world’s best executives, I was struck by the slow pace of change in the way we interact in the workplace relative to the pace of change in the outside world, the changing complexion of our customer bases in business and the demands of the rising generations. Legacy thinking and iterations on past methods won’t cut it in the new world of work, yet many leaders are “nibbling at the edges” of the changes they need to implement to attract and retain talent and, frankly, to remain relevant. Free food and subsidized health memberships are not enough anymore. Dramatic shifts in the characteristics and behaviors we value are needed to thrive going forward.
The dizzying pace of change often make us believe that everything is upended, but some things have not changed for leaders. What is something that remains unchanged and just as important in terms of leadership?
The ideal of being trusted and trustworthy has not changed over time. It is as important now as it ever was, especially in the eyes of those impacted by less than honest leaders, but what is different now is our ability to get transparency on and take action against leaders that lie, cheat and create subversive cultures.
The optimism of people and yearning for strong leadership, whether real or perceived, can often mask less than trustworthy behavior for a period of time. However, we are entering an era where rising generations are seeking more from their leaders and their organizations. Consumers, workers and competitors have more ability than ever to call out bad behaviors, share good behaviors and make choices.
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“The optimism of people and yearning for strong leadership can often mask less than trustworthy behavior.”
I have unwavering belief in our ability as a society to sift through the noise of leaders who are untrustworthy and that we have an opportunity to set a new bar for leaders who create positive cultures, leave enduring legacies and inspire those coming behind and beside them. We just aren’t there yet.
What behaviors do leaders need today that may not have been “musts” in the past?
A fine friend and skilled speaker landed in a dreadful situation. He had agreed to address a convention of toastmasters—persons who lead local public-speaking clubs where members overcome common speaking fears and practice effective speaking techniques.
When he arrived a few minutes early for the event, he met with his friend who had arranged the speech. He discovered that the audience was not toastmasters, but postmasters who run local post offices.
He frantically tried to organize a speech in his head while his friend introduced him. Then he took the stage, mic in hand, alone with the whole banquet hall of postmasters peering directly at him. What could he possibly do?
He relinquished his facade.
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“I never saw a well-fitting mask. It is a great relief to take them off.” —Robert Greenleaf
My friend explained to his audience that he had planned a speech for the wrong group. That he didn’t even know what postmasters actually do. That he was thoroughly unprepared.
Then he spoke from the heart about what he knew intimately. He told stories about his loneliness. About his fears. About the stifling lack of meaning in his own work sometimes.
My friend’s message was simple but profound: We are all first and foremost human beings, not workers. We share a common humanity. We experience fear as well as hope. We all feel this in our hearts.
Then he thanked the postmasters for the opportunity to share his off-the-cuff thoughts and feelings.
He received a long, standing ovation. The wounded storyteller had connected with the wounded postmasters. By taking off his “professional” mask, he had honestly led them into a shared, human journey of hope. In spite of being unprepared, he had served them as a great leader-communicator.
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“Honesty is the first chapter in the book of wisdom.” Thomas Jefferson
When the stakes are high, that’s when we need the very best in leadership. Why do some leaders succeed and others fail? Why do some not only survive a crisis, but use difficulty to produce incredible results?
A high-stakes leader is someone who is successful when risk is high and visibility is low. New ventures are an example, whether they are for a new product, service, geography or method of production. Top leader changes, mergers and crisis are also examples of high-stakes situations.
Leaders who get good results achieve value on multiple fronts. As Jim Kennedy, Chairman of Cox Enterprises says, “It can’t be just about the money.” In a crisis, we need only compare the recent leadership failure at Equifax with the response of The Home Depot in a similar circumstance, a breach. The response of these two companies was wildly different. Frank Blake’s actions are a model of what to do.
My book talks about what leaders in high-stakes situations should do and provides examples from a wide range of organizations. I also talk about what gets in the way of leaders. Invisible traps include the human cognitive system, which is not a completely rational system. Our human limits lead us to make mistakes that may look foolish but can be the result of cognitive limits, the effect of emotion on decisions, the context or our own habits of avoiding anxiety.
There is an additional factor, which I include in my forthcoming book Breaking Up Is Hard to Do, in which I focus on mergers, acquisitions and divestitures. That is when we wrongly assign value to opportunities, risk, timelines, market size, and so forth. It’s one thing to think something is low risk and be right and quite another to believe risk is low when it isn’t. Even smart people can be blind when making evaluations, a part of leading. We don’t have measures for everything, and even when we do we aren’t always measuring what matters.
Perhaps the greatest risk of all is in thinking we are operating in a safe zone and being complacent.
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“The greatest risk of all is in thinking we are operating in a safe zone.” -Constance Dierickx
