How to Fix Leadership at All Levels

Leadership Crisis

We are experiencing an unprecedented leadership crisis.

That’s what Sebastian Salicru argues in his new book, Leadership Results: How to Create Adaptive Leaders and High-Performing Organisations for an Uncertain World. We are living in a world where leaders are more likely to create “distrust, doubt, and dissent than confidence and engagement.”

Read the news and it’s easy to see why he feels this way.

 

86% of the world’s experts agree we are experiencing a leadership crisis.

 

Sebastian is the founder of PTS Consultants and works with executives and organizations to deliver exceptional results. I recently spoke with him about his new research.

 

Why is leadership experiencing such a crisis moment with increased skepticism and a marked loss of trust?

The main reason is that traditional approaches to leadership are no longer working, the game is changing and current leadership practices are outdated.

Most people think societal and economic systems are no longer working – they have had enough! Declining confidence and trust in leaders, and the consequent low levels of employee engagement, have become a problem for governments, industry—including banks—and even non-government organizations.

 

A top-performing leader has a 50% higher impact on a business.

 

The 2017 Edelman Trust Barometer, which samples more than 33,000 respondents from 28 countries, found people’s concerns center around corruption, globalization, immigration, an erosion of social values and the pace of innovation. Not surprisingly, CEO credibility is at its lowest level ever. It has dropped 12 points globally to an all-time low of 37 percent, declining in all countries surveyed, and government leaders (29 percent) remain least credible. “The gap between the trust held by the informed public and that of the mass population has widened to 15 points, with the biggest disparities in the U.S. (21 points), U.K. (19 points) and France (18 points). The mass population in 20 countries distrusts their institutions, compared to only six for the informed public.”

The growing multibillion dollar leadership development industry is failing to deliver results, and according to the 2016 Harvard Business Review article ‘Why leadership training fails—and what to do about it’, corporations have become victims of ‘the great training robbery.’

Beyond research, the briefest glance at the television news or newspapers paints a vivid picture of the global leadership crisis, with escalating trends of violence, depravation, injustice, coercion and the abuse of power – pervasive images to dismay even the most casual viewer.

Clearly, our leaders are ill-prepared to fulfil what is required of them, and we are not getting the expect results we expect.  Hence, the title of my new book: Leadership Results: How to Create Adaptive Leaders and High-Performing Organisations for an Uncertain World.

Based on my 20-plus years of working in management education and leadership development, I see it only deepening. I know we can do better. We needed to re-think leadership.

 

“Leadership is fundamentally a relationship.” –Sebastian Salicru

 

Rethinking Leadership

Secrets from the World’s Most Successful People

 How Winners Think Differently

 

Is it possible to retrain your brain to think like a winner?

What’s the best way to achieve your best performance?

How can you conquer your fears and go for your dreams?

 

Let’s face it. We all experience times when we aren’t achieving all we want. We may be stuck; we may be caught in our thinking; we may even be paralyzed by fear and uncertainty. We may also be doing just fine, but we know we aren’t anywhere near our maximum performance.

One new author explains that it’s often our minds causing these symptoms. Only when we retrain and reprogram our minds, can we possibly achieve the results we want.

 

“Better is the enemy of best.” -Stan Beecham

 

Dr. Stan Beecham is a sport psychologist and leadership consultant. During his career, he has worked with professional, Olympic, and collegiate athletes to achieve their best. Legendary coach Vince Dooley hired him to start the Sports Psychology Program for UGA and he has helped UGA win numerous championships. His book, Elite Minds: How Winners Think Differently to Create a Competitive Edge and Maximize Success, is an inspiring book filled with tips to create a winning mindset. After reading this incredible book, I reached out to Dr. Beecham to discuss the winner’s mindset.

 

“Courage is being scared to death….and saddling up anyway.” –John Wayne

 

Improve Your Self-Leadership

Youre a believer in the power of the mind over the body. What techniques have you found most effective to improve our conscious, deliberate self-leadership?

The best thing we can do for ourselves is to realize we have the ability to observe self and begin to practice self-observation. This is what being conscious means. It’s one thing to have a thought; it’s a very different thing to be able to observe the thought and think about one’s thought. This is what psychologists call “metacognition,” to think about our thinking. Most people become anxious and never fully understand how and why they are anxious. They believe the world makes them anxious, when in fact we all make ourselves anxious. No one or no thing is doing anything to you, you are doing it to yourself. Once you realize how you make yourself anxious, you are now able to stop it. It’s powerful and transformational, and it all starts with self-observation. It’s what I call “waking the hell up.”

 

“Whatever you believe is true, is.” -Stan Beecham

 

It’s Starts With Your Beliefs

What are the 3 primary components to improving performance?

Elite Minds Book CoverMost teachers attempt to improve performance by giving technical or how-to advice. I have found that not to be beneficial long-term. The majority of leadership training corporate America does is useless because it’s based on the concept of more information and knowledge leads to behavioral change and better leaders. We now know this is not the case. We have thousands of bright, educated managers who fail to lead. What is imperative is that you understand the relationship between belief, thought and behavior. It all starts with your belief system, that which you hold as Truth. I have found that most people have a fundamental or core belief about self. We believe that we are: 1) Good Enough or 2) Not Good Enough. Those who do not believe they are good enough don’t say it. Instead they are fixated on getting better; they spend their lives searching for a better version of themselves. They say, “I wanna get better,” or “I need to get better,” never realizing that our desire to be better is born out of the belief that we are not good enough. This core belief then dictates the thoughts we have, or the incessant conversation that takes place in our heads. The thought process then drives behavior or performance. We don’t do or attempt to do things that we don’t believe we can do. Individuals who perform great achievements do so by first believing that they can, or that they have a pretty good likelihood of being successful.

 

“The chief danger in life is that you may take too many precautions.” –Alfred Adler

 

Why Trying Harder Doesn’t Work

Move TO your future not AWAY from your past

Photo by Fellowship of the Rich on flickr.

People seem to be motivated by one of two forces.  Either toward or against.

Both can be equally powerful motivators, but one seems to last.

Why are you in motion?

When I interview people for a job, I often ask questions about how the individual made career decisions.  Some job changes were motivated by moving AWAY from something—a bad boss, a negative work environment, low pay.  Other people make a change to move TOWARD something—a new opportunity, the ability to make a bigger impact, a better use of talent.

Though it’s not scientific validation, I’ve found that the people moving TOWARD the new opportunity are more successful, happier, and continue on an upward career path.  These people are energized by the future, by what’s to come, by what’s possible.

Contrast that with the people moving AWAY from a job.  It seems that the very same things that they didn’t like about the one job magically seemed to follow them to the next!

Moving TOWARD is more powerful than moving AWAY.

Self Control Quotes

Self-Control, Self-Mastery, Self-Discipline

Many say that the first step to leadership is self-leadership.  The ability to discipline yourself is important in achieving any goal.  Whether a New Year’s resolution or a business goal, I am inspired by these quotes on the subject.  Mastering yourself is one of the hardest things to do. I also believe that it’s impossible to achieve perfect victory over yourself, but these quotes will inspire and encourage you on your self-mastery journey.

 What’s your favorite?

The first and best victory is to conquer self. –Plato

Do not bite at the bait of pleasure till you know there is no hook beneath it.  -Thomas Jefferson

To rule self and subdue our passions is the more praiseworthy because so few know how to do it. –Guiana

Most powerful is he who has himself in his own power. -Seneca

John Baldoni On Leadership

If you are a student of leadership, you will likely know the name John Baldoni.  His manybooks including Lead With Purpose, Lead Your Boss, How Great Leaders Get Great Results and Lead By Example all line the bookshelves of my office.  If you somehow missed all of his books on leadership, you may have read his work in publications such as Inc.com, Fast Company, Forbes, CBSNews/MoneyWatch, Bloomberg/Businessweek, and Harvard Business Review, the Wall Street Journal or the Washington Post.

What I like most about John’s work is that it is practical.  I can put his advice to use immediately.  His latest book is The Leader’s Pocket Guide: 101 Indispensable Tools, Tips, and Techniques for Any Situation.

John, this pocket guide seems to distill so much of your work in bite-sized tips.  What motivated you to write this pocket guide?

This book is the result of my work with executives I have coached over the past decade or so. As I say in the dedication to the book, my impact on them has been small but their impact on me has been large.

You start the book with self-leadership, then move to working with colleagues and finally an entire organization.  Why is self-leadership always the starting point?

One cannot lead others without leading oneself. So where does that begin? With self-awareness and self-understanding. So often I work with executives who are capable leaders and are giving to others but they end up shorting themselves. This section focuses on things to do to develop your critical thinking, awareness and presence. All are critical to leadership.