Self-awareness is a critical component of true leadership. It is nearly always a precursor to a leadership role in an organization. When someone ends up in a powerful position of authority, we expect a certain level of self-awareness and self-mastery. If that is lacking, it is immediately noticeable.
Joe Scherrer of The Leadership Forge put together this infographic to share the elements of self-awareness and the power of leadership presence.
“Self-awareness is probably the most important thing towards being a champion.” -Billie Jean King
Low unemployment rates have led to a highly competitive talent market. The Conference Board predicts talent shortages in key sectors over the next 15 years and in a recent survey identified that “…attracting and retaining talent ranks as the foremost concern not only among CEOs but also the rest of the C-Suite, including CHROs and CFOs.”
Organizations are coming to understand that career development is a powerful strategy for retaining top talent. They also recognize that recruiting is easier and more effective when they have a reputation for developing talent. And—for better or worse— given the visibility that social media facilitates, candidates are making choices based upon an organization’s reputation for staff growth and development.
“Career development is a powerful strategy for retaining top talent.” -Julie Winkle Giulioni
Early in his career, Rodger Dean Duncan interviewed interesting people like Lyndon Johnson, comedian Jack Benny, Baroness Maria von Trapp, pollster George Gallup, and anthropologist Margaret Mead. He traded jokes with Norman Rockwell and discussed home carpentry with Robert Redford.
Later, as a leadership consultant, he advised cabinet officers in two White House administrations and coached C-suite executives in dozens of Fortune 500 companies. He also headed global communications at Campbell Soup Company. He received his PhD in organizational behavior at Purdue University, and writes a regular column for Forbes.
Like you, I’ve interviewed many leadership experts. Were there any surprising interviews that gave you a different perspective?
The interviews for LeaderSHOP certainly provide some thought-provoking perspectives.
Drew Dudley emphasizes the value of regarding every new day as a fresh start and an opportunity for self-reflection on specific behaviors. Leadership, he says, is not a title or accolade. It’s a daily choice about personal practices. His Day One approach to personal management involves making your life less about living up to the expectations of others and more about a disciplined commitment to acting on your core values each day.
In discussing purpose and meaning at work, Dave and Wendy Ulrich highlight the importance of humility in the leader. Humility, they say, is at the heart of a growth mindset that encourages and unleashes learning that, in turn, gives meaning to work and fosters engagement.
Bill George talks about how “authentic” leadership is made possible when the practitioner follows an internal “true north” compass of selflessness and integrity.
Elizabeth Crook emphasizes that our gifts are found at the intersection of what energizes us and what we know how to do. Hint: it’s probably something you’ve been doing in one way or another most of your life.
Hugh Blane talks about a mindset he calls JDTM—Just Doing the Minimum—and how getting clarity on what lights your internal fire can be a critical step toward high achievement.
Rob Fazio gives specific examples of how honest conversation is the key to handling office politics. He also says that listening is bad for your health—that is, listening to discouraging messages from others or to negative self-talk.
Ann Rhoades, former Chief People Officer at Southwest Airlines, underscores the importance of rewarding behaviors that are the foundation of the culture you want—and taking quick and decisive action when expected behavioral norms are violated.
Social psychologist Dan Cable talks about a de-motivator he calls “learned helplessness,” and he explains how leaders can create a work environment that encourages smart risk.
Ira Chaleff reveals the secrets of saying “No!” without getting fired, explaining the situations in which refusing a directive is not insubordination but rather smart collaboration.
Jim Kouzes explains how a feedback-friendly work environment is to everyone’s benefit and why dialogue skills are a hallmark of effective leadership.
Carmine Gallo teaches communication techniques used by great presenters as disparate as Steve Jobs and Pope Francis. The “Rule of Three,” he says, has been used by everyone from Thomas Jefferson to Goldilocks.
Career coach Mary Abbajay discusses approaches to “managing up”—dealing proactively with an incompetent manager in a way that doesn’t derail your career. She suggests tactics ranging from keeping the manager (overly) informed to building your own reputation by filling in where the manager is deficient.
Marshall Goldsmith and Sally Helgesen talk about how striving for perfection can serve you well early in your career (because it supports doing outstanding work), but it can later hold you back because being so invested in precision can dissuade you from taking the kind of risks that characterize strong leaders.
Other people I interviewed—like Brian Tracy, Tom Rath, Jodi Glickman, Laura Vanderham, and Stephen M.R. Covey—provide a rich mosaic of ideas on leadership and personal development. People tell me the individual conversations are interesting, but the real value is having them all in one place that provides insightful “connective tissue.”
“Teamwork has been given a bad name by a world of bad practitioners.” – Rodger Dean Duncan
To stand out and make a big impact as a leader, you need to be well-versed in fundamental leadership skills.
Ron Ashkenas and Brook Manville are the authors of a new book from Harvard Business Review Press entitled The HBR Leader’s Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level. The book is a back-to-basics primer for both aspiring and experienced leaders, which describes the fundamental leadership practices: Creating a unifying vision, shaping strategy, building a great team, driving for results, innovating for the future, and leading yourself. The authors, both respected leadership experts and consultants, based the book not only on their own experience but also on interviews with over 40 successful leaders and a review of the most enduring themes and seminal articles that have appeared in Harvard Business Review in the past several decades.
“A leader’s role is to raise people’s aspirations for what they can become and to release their energies so they will try to get there.” -David Gergen
Why a “back to basics” leadership book now? With so many new leadership books and articles every year, why a new Leader’s Handbook from Harvard Business Review?
Brook: We wrote this book to give the pendulum of “leadership” a needed push back towards its timeless and pragmatic origins: leadership defined as achieving a significant impact by building an organization of people working toward a common goal.
In recent years, leadership as a discipline has expanded to include not just a lot of gimmicky and ephemeral concepts but also a wide variety of basic self-improvement techniques: how to make checklists to order your day, how to stand before an audience to project authority, how to resist the temptations of too much social media. Such advice can be helpful but can distract rising professionals from the bigger picture of why leadership ultimately matters and what they should aspire to. We wanted to take leadership back to its historical meaning and show would-be leaders the value of tried and true practices that can help them make a real difference in whatever they are trying to accomplish with other people.
In addition, getting back to the fundamentals, as we write in our book, will heal several myths or misconceptions that have arisen about leadership: That there’s only one “model” of leadership, based on specific traits and behaviors; that leadership is only about one’s self and character, and not building, inspiring, and aligning an organization; that leadership is so different from “management” that leaders don’t have to understand operations and deliver regular results; that leadership no longer matters in a world of networks and less-hierarchical enterprises. Successful leaders, through history and into the most productive organizations today, demonstrate otherwise.
“Dreaming big and having the courage to pursue those dreams – despite the risk – is essential for leaders. But you also need to get others to share your dreams, vision, and purpose.” -Ron Ashkenas, Brook Manville
Powerful questions will help you learn both about the person you’re speaking with and the subject you’re discussing. You can find out how the person thinks and what is important to them, based upon what they say and don’t say. The more you continue to ask powerful questions, the more you will accomplish both. This confirms George Bernard Shaw’s point: “The problem with communication is the illusion that it has been accomplished.” So often we fall into a trap in which we believe we understand each other and grasp the concepts being explained, only to later find that it was almost as if we were speaking a different language to one another. Continual probing and on-target questions will help both you and the other person arrive at the best solution and learn more about each other and yourselves.
“The problem with communication is the illusion that it has been accomplished.” -George Bernard Shaw
It seems obvious since we spent two chapters discussing the importance of listening, but when a question is asked, allow the other person the time to respond. You want to be sure that thought processing and critical thinking are at play. I had one client who felt that the reason the respondent didn’t answer immediately was that he or she didn’t have an answer. If you want a quick answer, there is a really low probability that you will gain a truly thoughtful answer. If your expectation from a thought-provoking question is a quick answer, you risk the other person being frustrated in a nonproductive way, with you and with themselves.
Powerful questions also satiate your sense of curiosity. When you are curious, you want to learn more andyou will more naturally ask questions in ways that willmaximize the other person’s thinking. When the right question does not come to mind or the person was not clear in what he or she said or was trying to say, you can always respond: “Tell me more about that.” This simple phrase will expand the other person’s thinking as they further verbalize their thoughts and your understanding of what they are saying. When one is not naturally curious, the desire to respect the other person by exploring their thinking provides a solid motivation to ask questions that bring out the person’s best thinking. Instead of saying, “Stay thirsty, my friend,” as Jonathan Goldsmith did in the Dos Equis ads, say to yourself, “Stay curious, my friend.” Lack of curiosity can be the foe of getting to the best result.
“Lack of curiosity can be the foe of getting to the best result.” -Fred Halstead
Powerful questions are perfect for discussing sensitive matters. Asking difficult, tough, or edgy questions can be hard for even the most veteran leaders, but those who want their colleagues and team members to succeed will of course need to ask some from time to time. As a coach, I ask those questions fairly often to bring out my client’s very best thinking. When the person is asked a tough question that reflects on them personally, you will find it interesting, maybe surprising, and rewarding to first ask for their permission to ask a difficult question.
The typical question is simply something like: “May I ask you a tough question about all of this?” (This is one example of when a yes/no question is wise.)
Tough or difficult questions are direct and go to the heart of personal accountability and, at the same time can inspire a higher level of performance. Examples of such questions include: “In retrospect, what could you have done differently to create the outcome we wanted?” or “What was an even better way for you to handle that?” These questions will help them reflect on their decisions and actions, and also on what they can do in the future to improve. A question such as, “What do you need to do to greatly improve this situation?” or “What specifically will you commit to do differently when this or a similar situation arises?” may feel too pointed at first, but it will lead to them being more reflective and thoughtful, help them avoid the same actions in the future, and to grow as a leader. These kinds of pointed questions also demonstrate that you care about them as a person and you care about their success—and they reflect clearly on who is responsible. They have no sense of “gotcha,” which tends to make it about you more than their responsibility.
“When you are curious, you want to learn more and you will more naturally ask questions in ways that will maximize the other person’s thinking.” -Fred Halstead