Without leadership few endeavours can be staged to meet the desired objectives of their creators. The steadying hand of the leader guides the performance of the workers/performers, from the initial stages of the project or activity through to completion, and then the likely post-performance reflection or review.
Certain key characteristics contribute to what is commonly referred to as a successful leader. Each person will have his or her ideas about what makes a good leader. Some may feel excellence in technical aspects of the job is crucial, others might prefer to focus on less tangible items. Personality preferences, the objective or function of the workgroup and the nature of the organization will all influence our thinking on this matter.
Over the next few weeks we will be looking at five characteristics, generic yet we believe important for anyone charged with leading on today’s commercial stage:
- Authenticity
- Vision
- Empathy
- Inspiration
- Responsibility
We will examine each to see how they impact on high performing teams. Collectively they may be placed in the category of soft skills. Their impact, however, is anything but soft.
Regardless of personality style, few leaders can be successful if authenticity is missing. We all want to be around people we feel are true to their word, genuine in their commitments and honest to their values. Having integrity, being themselves rather than ‘playing the role of leader’, is vital for trusting relationships to flourish in a team.
Perry Zeus and Suzanne Skiffington, in The coaching at work toolkit: a complete guide to techniques and practices, put it this way:
“Authenticity involves living congruously so that what we know, what we claim to believe and value, and what we do are in harmony with each other.”
When a person’s thoughts, words and actions are aligned it is quickly clear to those around him or her. Moving through the many tasks required to be undertaken will inevitably create stress and pressure on the leader and the staff. Yet if one is authentic and true to the stated goals, energy can be harnessed for the good of the endeavour in question.
Having the strength of character and courage to stand up for, possibly defend even, those non-negotiable values which are held dear provides those around with a point of reference. Others are able to go about their tasks assigned to them sure in the knowledge the leader is there for them. The ripple effect of such confidence is often seen in winning performances, be they in business, sport or theatre. The leader’s authenticity lifts the performers.
In closing, let’s recall the words of the American scholar and leadership expert Warren Bennis:
“Becoming a leader is synonymous with becoming yourself. It is precisely that simple and it is also that difficult.”
In the next post on leadership we will be looking at vision. Until then, thanks for visiting our blog today. If you wish to leave a comment concerning authenticity in any way please free to do so.
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