Leadership looks like simply how a person commands attention. Many people with well-developed leadership skills can get and hold your attention. But while they possess a certain magnetism, their ability to keep people’s attention is an acquired skill.
As much as things have changed in the modern workplace, sometimes there is still the assumption that having a certain title or getting a promotion entitles you to credibility. Over the last decade, we have seen a new trend whereby employees hold their leaders accountable and want to be led by inspired, engaged, and conscious leaders. Trusted leaders.
When tasked with leading strategic discussions and deep-diving into workplace culture, it is always advisable to start at Exco level. Why is this?
This is because there is a need to gain an understanding of the leadership style and understand the difficulties they face but most importantly, a need to get the leaders of the organisation onboard with the idea that while they are already in a management position, there is always work to be done if you want to be seen as a trusted leader.
THE TRUSTED LEADER
- What does a trusted leader look like and what are their most valuable traits?
- A trusted leader puts in the time to align their team’s skills and objectives; they get the work done.
- These individuals are highly skilled and good at recognising their team’s skill sets.
- Strong leaders are accountable and hold their teams to the same high standards they have set.
- True leaders create tangible boundaries for their team, ensuring a healthy work culture.
- These individuals are unbiased, and nepotism never plays a part in their decision-making.
- They can steer a ship and meeting deadlines whilst never forgetting how important the people aspect of their organisation is.
- Trusted leaders understand that building strong working relationships is ongoing and important enough to be built into business strategies.
Gen Z employees have created a seismic shift in the workplace. They question everything and want to feel valued. And let’s be honest, everyone works better if they feel seen and heard. Valued. They ask a lot of questions, yes, but they are important ones: ‘What are you going to do for me as an employer? ‘How are you going to enrich my life?’ ‘What can I gain from working here?’
These gains are not always financially motivated but are enrichment-related. Aligning a person’s short-term goals with an organisation’s long-term vision takes time and thoughtful alignment requires practice and considerable skill.
Asking these kinds of questions leads to crucial conversations and involves asking hard questions. What I call ‘The Big Why?’ is possibly the most crucial question for leaders who want to lead with purpose and vision.
‘The Big Why’ identifies the purpose which drives everything- individuals, organisations, and even projects. A trusted leader knows how to convert that purpose into identifiable actions.
RESPONSIBILITIES
The higher your title, the bigger your responsibility is to try and find ways in which to energise the system in which you work.
For leaders looking to build or regain trust in their organisations, here are some tips:
- Always deliver what you promised or what was expected.
- Your values form the foundation. Aligning to values builds stronger teams and inspires growth.
- Purpose. Know what you are good at. Know what other skills lie elsewhere in your team.
- Consistency. Treat everyone with the same respect. A trusted leader has no ‘favourites’.
- Your word is crucial. When you say you will do something, get it done.
- Crucial conversations. Things do not always go according to plan. A leader who has tough conversations wins trust and is adaptable.
- Be visible. In the easy and hard times. Sometimes your task may not be to speak but to listen.
- Uncertainty and Change. Understand that employees feel overwhelmed about their future. Walk the journey with them.
- Hold people accountable. Letting things slide makes everyone uncomfortable in the long term.
- A trusted leader leads by setting high standards and expecting everyone to do the same.
AUTHOR Alvin Govender is an international performance coach and public speaker.
This article was first published by Accountancy SA in their September Edition at the following URL: http://magazine.accountancysa.org.za/asa-september-2024?m=52861&i=829822&p=1&ver=html5
