Successful leadership follows a number of principles that are the same and independent of where they are applied. Indeed, leadership is about people and leaders need to understand well key aspects of human skills and behaviors. It is people that either create or destroy value and it is essential to know how to lead to create value.
So whether you are leading a manufacturing company, a bank or a governmental department the differences apply to only about 20% of your work. The 20 % difference is related mainly to cultural and other specific issues related to the industry in concern. The leaders of all successful organizations spend about the same amount of their time on people issues and the people issues are almost always the same.
If leadership is about people, we can do much better by learning more about people’s strengths, team behaviors/best roles and aspirations. Knowing more about these attributes is vital to have the right person in the right job for both individual satisfaction/growth and company growth/positive results. Although engagement is very popular, it is more beneficial for the company and the following statistics justify to focus on job satisfaction which is win win (company and employees) instead of only engagement:
– 43% greater productivity (Hay Group)
– 33% higher profitability (Gallup)
– 37% increase in sales (Shawn Achor – Harvard)
– 300% more innovative (HBR)
– 51% lower staff turnover (Gallup)
– 66% lower sick leave (Forbes)
– 125% less burnout (HBR)
Knowing more about their concerns and worries, personal ambitions and family circumstances-improves your leadership profile as people feel that you care about them. If the team members and the leader know well what they are good at (strengths) and what they love to do they can reorganize their time and activities to focus on what they love most and do best. When you do this, their fulﬁllment and effectiveness goes up, and their stress and struggle goes down.
In fact if the principle of allocating the people to roles where they use their strengths and they enjoy what they do is applied to a number of individuals working together as a TEAM then we can reallocate the various activities to the right person and by supporting each other we can bring the whole Team in high performance levels. To do that we only need to know the individual profiles (strengths, challenges and best roles in a team context) of all the Team members.
We trust people, not rules or procedures and team members deliver the most value to the business when they not only feel trusted by their leaders to complete their tasks but they have roles/functions in line with their strengths and what they love to do.
Consequently it is leaders who energize people and create a culture of high performance through Trust and Empowerment and this is only enabled when leaders devote time to know well the strengths and skills of their Team members as well as make the effort to allocate the right people to the right jobs consistently.
Having high performing team(s) is key to scaling your business. Building the right team(s), with the right people in the right job resulting in satisfied employees, it is key focus for successful Leadership and all begins by knowing yourself and then to know your TEAM members well.
What is your view?
Thank you very much and I welcome questions and/or remarks.
Mike Mastroyiannis is a Business and Executive Coach as well as Innovation Management Consultant for among others Transformational Leadership, Business Transformations and Exponentially Disruptive Innovations. He has served as CEO of business units in Multinationals, founded or lead start ups and serves in advisory boards. He can be reached through LinkedIn or email at mike@BusinessDynamics.hk
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