10 Ways to Lead Like a Human

This is a guest post by Andy Swann. Andy is the author of The Human Workplace: People-Centred Organizational Development.  He is the founder of Simple Better Human, a creative organization development consultancy.

 

Lead Like a Human

There’s a lot of talk about the move from management to true leadership, as well as the need to be human in the face of data and the impending rise of the robots. It’s easy to get lost in it all and hard to really understand why any of it matters.

The truth is that when people thrive, our organizations thrive too, so the sole function of leadership should be to enable people to be their best and do their best work. Leaders today are the creators and custodians of platforms for human success.

Here are 10 ways every leader can contribute to the platform, enable people to thrive, drive organizational success and get more from their own role. These are inspired by research which has encountered leaders across organizations of all shapes and sizes, with common factors in success shining through.

 

Listen

Things move fast in modern business, and the people who have the greatest insight are those closest to the customer. Insight is the evidence that should drive strategy, and the faster we can access it and use it, the more plugged-in our organization is to what the world needs from it. Take time every day to talk to your people, find out how they are doing, and what issues they face. Then offer support and congratulate them on their success. In workplace change, one of the major factors that contributes to things going wrong—which happens in 70% of cases (McKinsey, 2015)—is the feeling that management isn’t listening. Give people a voice!

 

“Insight is the evidence that should drive strategy.” –Andy Swann

 

Trust

Your job as a leader is to ensure you have the right people, in the right places, doing the right things. If your recruitment process is right, then the people are right – there’s no need to micromanage every task. Trusting the individual to find their own best way to succeed, within the most basic parameters that they need to operate in, not only empowers them, but allows them to do their best work. It also reduces the workload of the leader – instead of box-ticking, you can be out there involved with your people and collecting valuable insight.

 

“The best way to find out if you can trust somebody is to trust them.” –Ernest Hemingway

 

Learn

What’s Your Leadership Legacy?

 

Do you think about your leadership legacy?

What type of culture do you want to leave in your organization?

As a result of your leadership, what will remain long after you left?

 

Andrew Thorn is a business coach, consultant, and psychologist.  He has recently written Leading With Your Legacy In Mind.  I had the opportunity to ask him about his new book and leaving a leadership legacy.

 

The Importance of Legacy

Why did you decide to write about legacy?

My father passed away when he was 65 years old.  I was born when he was 30, so many of the important events of my life happened 30 years after they did for him.  When he died, I had an overwhelming sense that I was next in line.  This caused me to think about my legacy and the impact that I was making.  I asked myself if I was satisfied with my life, and the answer was no.  I began to make some changes and that included writing about the process of creating a legacy.

 

“Leadership is the act of making things better for others.” -Andrew Thorn

 

What is Leadership?

What’s your definition of leadership?

Leadership is the act of making things better for others.  When we live by this definition, all of us, regardless of our formal title or lack thereof, can engage in leading with our legacy in mind.

 

“Discussion is impossible with someone who claims not to seek the truth, but already to possess it.” -Romain Rolland

 

What is the “arc of leadership”?

The “arc of leadership” represents our own maturation as a leader.  It helps us remember that life is a circular experience and that it is difficult for us to see it as a whole.  When we pull out an arc, or a part of that circle, we can study it and understand it more effectively.  Each arc calls us into movement and improvement.

 

“The measure of a society is not only what it does but the quality of its aspirations.” -Wade Davis

 

Where To Spend Your Time

I’m interested in your view of balance.  Your chapter on this subject is called “From Balance to Focus”.  What does this mean?

A very lucky person, over the course of a 45 year career, will spend about 117,000 hours at work (average of 50 hours a week working), 131,000 hours sleeping (average of 8 hours a day sleeping), and 65,000 hours (average of 4 hours a day) taking care of personal responsibilities.  This scenario would leave the lucky person with a little more than 50,000 hours to use however he or she wants.

Unfortunately, most of us work longer, sleep less, encumber life with unnecessary personal responsibilities and then find ourselves too tired to make our free time matter.  Just by looking at the hours, we can see that there is no way to balance the number of hours between work and life.  We need to work to provide for our needs.  Instead of trying to balance the time, we must spend time focusing our efforts into meaningful work.Andrew Thorn

The time we spend at work is the time when we are most awake, most alert, most focused on what we want, most productive and most engaged.  Once we focus on where we want to work and how we will contribute what we know we must contribute, we find ourselves full of energy at the end of the work day, which in turn means that I can use my 50,000 hours more effectively, too.

 

How do you coach clients to understand ‘purpose’?

I think it is important that we understand that purpose is a moving target.  In other words, purpose is different during the different seasons of life.  Sometimes we hang on to a purpose for too long or we let it go too soon.  This is why we must be constantly evaluating what we find to be meaningful.  When we connect to meaning, our purposes come into focus, too.  When we can see purpose for what it is – the guiding force of why we do what we do, then we can begin to also know what to do.  I use one or two questions to connect my clients to purpose: (1) Why do I want to do this? & (2) If this were my last day, would I still be willing to do what I am about to do? Once these questions are answered, there are very few doubts about purpose.  I don’t want to make it any more complicated than this.

 

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” -John Quincy Adams

 

From Success to Significance

 

Let’s talk about one of the leadership arcs: moving from success to significance. How do you help coach someone in this area?