Advertising
Advertising

Quality Leadership

Quality Leadership

Suppose someone asked you to list the most important qualities you would find in an outstanding leader. What would you say? Toughness? Authority? Decisiveness, perhaps? Tenacity? You could make a case for all of these. Today’s conventional thinking about leadership tends to stress the more active, resolute qualities in a leader. Leaders are expected to get results and remain effective under the constant pressure of globalized markets.

What I want to suggest to you is a little different. The qualities of the strong, Hollywood-style leader may make for good newspaper copy, but they aren’t the ones that will create the kind of leader we really need today. They are too superficial, too much the product of stereotypes. They over-emphasize action and underplay the need for leaders who can go beyond setting a direction to coax the best from everyone around them. For that you need three far less glamorous qualities: restraint, generosity, and mercy.

Advertising

Restraint
Lack of restraint is a common failing of nearly all tough, macho leaders. They cannot stop themselves from taking charge. They cannot hold themselves back from making decisions where none are needed, or where any choice will be premature. They interfere constantly with other people’s jobs, micromanaging and over-supervising in their constant need to be doing something—anything—to stay active and involved. When people say a leader like this is “on top of things,” they are more truthful than they realize. She is constantly imposing herself from above where she is not needed.

Leaders need restraint for two reasons: to hold back from rushing into decisions or action when time is needed to wait for the situation to clarify; and to keep from doing things, or making choices, that are the responsibility of their subordinates. Much of the reason why executives today are so over-burdened with work is an inability to delegate. They are so convinced that they must stay on top of everything that they demand to be involved in every decision of any magnitude. The results are simple: Decisions are delayed because the people in charge are overwhelmed; choices are made by those least able to see what is needed, because they are usually furthest from the action; and subordinates’ jobs are reduced to carrying out instructions sent down from on high. Add to all this that many decisions are made that were never needed, and which perhaps made matters worse, and you have the causes of much of today’s high-pressure work environment: Self-inflicted wounds.

Advertising

Generosity
Generosity used to be the defining quality of kings and great lords. The word even began by meaning “noble” or “of high birth.” Kings and princes were expected to be generous with gifts, favors, and attention. It was how they held sway over quarrelsome petty nobles without constant fighting. A mean-minded king quickly faced rebellion, or found his nobles transferring their allegiance to a more generous neighbor.

Today’s organizations are much like medieval kingdoms. There are the same petty lordlings, each with his or her own group of followers; the same turf wars and quarrels about influence and status; the same need for each person in charge to be able to rely on the loyalty of followers who have their own concerns about making a living; and the same need for those at the top to practice generosity as a means of holding everything together.

Advertising

I don’t simply mean generosity in giving material rewards—though many top executives could benefit from remembering that nobles of the past who enriched themselves at the expense of their followers usually ended up as victims of some palace rebellion. Today’s leaders need especially to be generous with their time, their attention, their recognition of good work, their listening, and their help for everyone around them. The leader’s role is to serve her followers by making sure they have the resources and know-how they need to achieve the objectives laid before them. You cannot do that by sitting in your remote castle on the executive floor, counting your stock options.

Mercy
We all need mercy so often. We need to be forgiven for our mistakes and blemishes; to be given a second chance to get things right; to be saved from the consequences of our own, foolish actions. Mercy has always been seen as a quality of greatness. Ordinary leaders huff and puff and delight in exercising power. Poor leaders go further, seeking to bolster their insecurity by appearing ruthless and punishing every fault. Only great leaders realize that to be merciful is the only true proof of holding authority. And that forgiving people’s honest mistakes and helping them do better next time not only builds a stronger group, but cements their loyalty. Tough, unbending leaders inspire fear. Merciful leaders inspire love. Which is better for motivating people to give their all, even when you are not there to watch them?

Advertising

Restraint, generosity, and mercy: Managers who possess all three have the raw material to become truly great leaders. Of course, leaders still need know-how, experience, and some technical skills, but these are rarely in short supply. It is the inner aspect of great leadership that is misunderstood—and rare enough to be worth more than any pile of stock options. The sooner shareholders come to realize that, the sooner we will have organizations everyone can be proud of.

Related posts:

Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his posts most days at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership. He also posts at The Coyote Within.

More by this author

How to Plan Your Life Goals and Actually Achieve Them in 7 Simple Steps Relaxing 10 Simple Ways To Increase Metabolism Without Working Out 20 Things People Regret the Most Before They Die Overcoming The Pain Of A Breakup: 3 Suggestions Based On Science Quit Your Job If You Don’t Like It, No Matter What

Trending in Lifehack

1 How to Plan Your Life Goals and Actually Achieve Them in 7 Simple Steps 2 Forget Learning How to Multitask: Boost Productivity 10X More with Focus 3 The Lifehack Show Episode 8: On Personal Success 4 How to Stop Procrastinating: 11 Practical Ways for Procrastinators 5 The Lifehack Show Episode 6: On Friendship and Belonging

Read Next

Advertising
Advertising
Advertising

Last Updated on October 15, 2019

How to Plan Your Life Goals and Actually Achieve Them in 7 Simple Steps

How to Plan Your Life Goals and Actually Achieve Them in 7 Simple Steps

Where do you want to be 5 years from now, 10 years from now, or even this time next year? These places are your goal destinations and although you might know that you don’t want to be standing still in the same place as you are now, it’s not always easy to identify what your real goals are.

Many people think that setting a goal destination is having a dream that is there in the far distant future but will never be attained. This proves to be a self-fulfilling prophesy because of two things:

Firstly, that the goal isn’t specifically defined enough in the first place; and secondly, it remains a remote dream waiting for action which is never taken.

Defining your goal destination is something that you need to take some time to think carefully about. The following steps on how to plan your life goals should get you started on a journey to your destination:

Advertising

1. Make a list of your goal destinations

Goal destinations are the things that are important to you. Another word for them would be ambitions, but ambitions sound like something which outside of your grasp, whereas goal destinations are certainly achievable if you are willing to put in the effort working towards them.

So what do you really want to do with your life? What are the main things that you would like to accomplish with your life? What is it that you would really regret not doing if you suddenly found you had a limited amount of time left on the earth?

Each of these things is a goal. Define each goal destination in one sentence.

If any of these goals is a stepping stone to another one of the goals, take it off this list as it isn’t a goal destination.

Advertising

2. Think about the time frame to have the goal accomplished

This is where the 5 year, 10 year, next year plan comes into it.

Some goals will have a “shelf life” because of age, health, finance, etc, whereas others will be up to you as to when you would like to achieve them by.

3. Write down your goals clearly

Write each goal destination at the top of a new piece of paper.

For each goal, write down what is it that you need and don’t have now that will allow you achieve that goal. This could be some kind of education, career change, finance, a new skill, etc. Any “stepping stone” goals you removed will fit into this exercise. If any of these smaller “goals” have sub-goals, go through the same process with these so that you have precise action points to work with.

Advertising

4. Write down what you need to do for each goal

Under each item listed, write down the things that you will need to do in order to complete each of the steps required to complete the goal. 

These items will become a check-list. They are a tangible way of checking how you are progressing towards reaching your goal destinations. A record of your success!

5. Write down your timeframe with specific and realistic dates

Using the time frames you created, on each goal destination sheet write down the year in which you will complete the goal by.

For any goal which has no fixed completion date, think about when you would like to have accomplished it by and use that as your destination date.

Advertising

Work within the time frames for each goal destination, make a note of realistic dates by which you will complete each of the small steps.

6. Schedule your to-dos

Now take an overview of all your goal destinations and make a schedule of what you need to do this week, this month, this year – in order to progress along the road towards your goal destinations.

Write these action points on a schedule so that you have definite dates on which to do things.

7. Review your progress

At the end of the year, review what you have done this year, mark things off the check-lists for each goal destination and write up the schedule with the action points you need for the next year.

Although it may take you several years to, for example, get the promotion you desire because you first need to get the MBA which means getting a job with more money to allow you to finance a part-time degree course, you will ultimately be successful in achieving your goal destination because you have planned out not only what you want, but how to get it, and have been pro-active towards achieving it.

Featured photo credit: Debby Hudson via unsplash.com

Read Next