Today’s post is about how we practice, or not practice, personal leadership at this stressful time of year.
Many of us tend to have two alter personalities. There’s the side of generosity that’s displayed towards others who are less fortunate. This year’s a tough one because of the nasty recession
from which we’re just now emerging.
And then there’s the side of consumer-driven overdrive, in which stress causes normally nice people to become unbearably rude and impatient. It’s why I avoid stores and malls at Christmas.
Now that Sue and I have raised our four kids to adulthood, we’ve been reorienting how we spend Christmas. Gift giving has diminished in importance to where the emphasis is on enjoying get-togethers with family and friends.
Of course, with two grand-daughters Christmas brings back many fond memories. And yes, we’ll see them at Christmas. The seven year-old is becoming pretty savvy about Christmas. However, her one year-old sister has a couple of years to go. She’s pure as the driven snow.
For our personal leadership and how we conduct ourselves at this time of year, the key is how we remain centered amidst all the stress, pressure to buy and travel plans. As I said earlier, this year will be more stressful for many parents who have been hit by downsizing.
Remaining above the fray, knowing what’s important in your life, and focusing on those closest to you will keep you balanced during this time of year – and you’ll enjoy it that much more.
Share how you practice your leadership with others so that it rubs off on them. Pay it forward.
In the words of the later Mother Teresa:
“If we have no peace, it is because we have forgotten that we belong to each other.”
I’ll be taking a short break from blogging while I spend time with my granddaughters, but I’ll be back gangbusters on New Year’s Day.
Thank you for your loyal readership and trust. It’s a privilege to write for you.
Max and I would like to wish you and your families a safe and enjoyable Christmas holiday and a Happy New Year.
Merry Christmas!
Call me a curmudgeon, but I avoid shopping at Christmas. After raising kids for the past 30 years I think I deserve a break from running the shopping mall gauntlet. I’m lucky, however, that my wife, Sue, still has the stamina and patience to do the gift buying.
Our family situation has changed. With “kids” between 20 and 30, what’s become important to Sue and me is just being able to see them on Christmas day. Our son’s heading off with his fiancé to Orlando for the second time at Christmas; one of our daughters is a paramedic who (with her long-time boyfriend, also a paramedic) works during Christmas. Someone has to save those of us who overindulge on turkey!
Our oldest daughter now lives 1,000 miles away with our granddaughters. That leaves our “baby,” who at 20 treks home from college to spend some time with us. When they were wee ones, we’d load up the car and head off to Sue’s parents to spend Christmas. Our most memorable Christmas was when our oldest was only two and there was a two-day power failure. Bringing Santa to my inlaws was an exercise in logistics of which NASA would have been proud.
So here we are today. I increasingly detest the consumer-driven hype that underlies much of the stress people face at this time of year. Added to this is the very nasty recession from which we’re just emerging (I hope that is light at the end of the tunnel and not a freight train!). If high unemployment is not bad enough, there’s the uncertainty many face concerning their retirement, kids’ education, mortgage payments, etc.
What I’m sharing is not new to people. But what I can offer is this: The sun always rises and hope is what fuels the human spirit. Without hope we have nothing. It’s akin to what a late friend said to me when I was just starting a family. Father Tom, a wonderful man who was very supportive when I decided to return to university for a Master’s degree, said to me one day: “James, without your health you have nothing.” Indeed.
At this time of year, when stress and depression reach their height and depth for many people, take a moment to reflect on what’s important in your life. Is it the 50 inch LCD TV or 400 GB laptop? Or is it being able to help someone who’s having a tough time or taking time to enjoy a get-together with your family and friends? It’s a personal decision.
For Sue and me, we’re spending Christmas with our two granddaughters.
My Christmas gift to you is a free download of my new leadership e-book from my website Leadership World Connect.com
Merry Christmas, everyone!
Becoming a Holistic Leader:
Strategies for Effective Leadership Using a Principle-Based Approach
When we look back to the 20th Century and reflect on great leaders, whether leading nations, organizations or social movements, there’s a tendency to produce a list with a preponderance of male names. However, when one attempts to create a list of who were the great management thinkers during this period, it becomes even more skewed towards males. Names like the late Peter Drucker, John Kotter, Peter Senge, John Garner, James MacGregor Burns, Robert Greenleaf, Henry Mintzberg and Warren Bennis typically come to mind. But so, too, do names like Rosebeth Moss Kanter, Sally Helgesen and Margaret Wheatley.
The irony behind this is that the individual who is recognized as what Peter Drucker called “The Prophet of Management” was a woman: Mary Parker-Follet, born in 1868 and died in 1933. Because of her foresight and innovative thinking, the effects of which are still being examined today, Follett may rightly be called the Mother of Modern Management.
Unfortunately, Follett’s writings and numerous lectures, were set aside for several decades. It was in the 1990s when her writings and concepts were reinvigorated. I was introduced to her work by my advisor for my Master’s leadership thesis in the late nineties. I was amazed that someone 60-70 years previously was urging such concepts as shared (participative) leadership, constructive conflict resolution through what was called “integration,” and “power-with” opposed to “power-over.”
Let’s hear a few passages from some of Follett’s writings and lectures. Once you read them, reflect on their relevance to today, especially whether her concepts are being practiced.
1949: (Freedom & coordination: Lectures in Business Organization)
“Some writers tell us that the leader should represent the accumulation and knowledge and experience of his particular group, but I think he should go far beyond this. It is true that the executive learns from everyone around him, but it is also true that he is far more than the depository where the wisdom of the group collects.
When leadership rises to genius it has the power of transforming, of transforming experience into power. And that is what experience is for, to be made into power. The great leader creates as well as directs power. The essence of leadership is to create control, and that is what the world needs today, control of small situations or of our world situation.
I have said that the leader must understand the situation, must see it as a whole, must see the inter-relationships of all the parts. He must do more than this. He must see the evolving situation….His wisdom, his judgement, is used, not on a situation that is stationary, but on one that is changing all the time.”
1925: (Paper first delivered to Bureau of Personnel Administration conference)
“There are three ways of dealing with conflict: domination, compromise and integration. Domination…is a victory of one side over the other. This is the easiest way of dealing with conflict, but not usually successful in the long run, as we can see what has happened since the War.
The second way… [is] compromise, we understand well, for it is the way we settle most of our controversies; each side gives up a little in order to have peace…or that the activity that has been interrupted by the conflict may go on. Compromise is the basis of trade union tactics….But I certainly ought not to imply that compromise is peculiarly a trade union method….
There is a way beginning now to be recognized: …when two desires are integrated, that means that a solution has been found in which both desires have found a place, that neither side has to sacrifice anything.”
Follett gives several examples of how to find integrative solutions to problems. For example, she uses a personal problem she had one day at the library. Seated in the same room with a man who wanted the window open for fresh air, Follett objected because she didn’t want cold air blowing on her. The integrative solution? They opened a window in the adjacent room. The man got his fresh air while Follett didn’t get a draft.
So here are three examples for you to find integrative solutions:
Case #1: Mr. Tuna
You work in a typical cubicle farm. Your neighbor enjoys eating tuna fish sandwiches several days a week. You have mentioned on a few occasions that the smell is nauseating, but he’s not getting the message. What would be an integrative solution in this case?
Case #2: Ragtime Blues
You live in a condo high-rise. During the early evening, the person next door pounds out ragtime blues on her piano. She’s not breaking any bylaws or condo policy. What is the integrative solution?
Case #3: He Shoots, He Scores!
You love your neighborhood where you’ve lived for many years. But there’s problem. Every fall, the kids set up their nets on your cul de sac and play ball hockey for the next five months. You love your BMW and fringe every time you hear the slap of a stick. What’s the integrative solution with these youngsters?
Be sure to post your solutions for others to see and comment on. And sure, include any humorous solutions. If we get enough, we’ll have a contest to vote for the best one.
There you have it, folks, a few illuminating bits from an amazing woman who was far ahead of her time. What’s unfortunate is that despite so much pain and suffering through the rest of the 20th Century after Follett’s death, and during the first decade of the 21st Century, we don’t as a society seem to have learned much. Conflict in the workplace and communities is worse, organized labor and management continue to grab for one another’s throat, and municipal politics is as nasty as ever.
When it comes to the practice of leadership, the heroic mindset still prevails: “Do as I say, not as I do!” Role modeling is in short supply. Exceptional leadership is, as the saying goes, scarce as hens’ teeth.
We would all do well to take some time during the Christmas break to reflect on how each of us lives our own leadership. I detest New Year’s resolutions. But to assist you on your way to become a more effective leader, whether at work, at home or in your community, I invite you to read my new e-book: Becoming a Holistic Leader: Strategies for Successful Leadership Using a Principle-Based Approach.
You can download it now for free from my website: Leadership World Connect.com
It’s my Christmas gift to you.
Merry Christmas!
Becoming a Holistic Leader:Strategies for Successful Leadership
Using a Principle-Based Approach
We live in a complex, rapidly changing world. Never before has the need for effective leadership been greater. Ask yourself these questions:
• Am I prepared to answer the call to lead?
• Can I be that person at work, at home or in my community who inspires and motivates others?
• Can I earn the respect of my peers as I help guide them to greater achievements?
• Can I be a leader who makes a real difference?
The answer to these questions is YES! You can be a leader. However, saying so doesn’t make it so.
Leadership is hard work, something that requires learning and practice. Understanding leadership principles and how to apply them is step one. That’s what Becoming a Holistic leader: Strategies for Successful Leadership will help you do.
Concisely written, this e-book will help you in your journey to become an effective leader. If you consider yourself to be a good leader, then it will assist you to become an even better one. Whether you’re part of Generations X or Y or a Baby Boomer, the information in this book will help you understand how to deal effectively with today’s–and tomorrow’s–challenges.
Who Can Benefit from this Book?
You may be a nurse manager in a hospital, high school teacher, civil servant, bank manager, municipal mayor, airline pilot, restaurant manager, entrepreneur or CEO of a multinational. If you aspire to be more effective at work and in your relationships with others, the information and lessons contained in this book will help you to become a strong leader.
To Really Succeed, You Must Become a Holistic Leader
Like most people, you’ve probably had bosses or group leaders who were not natural leaders. Maybe they didn’t relate well to people, or they were poor communicators. Or perhaps they simply lacked the charisma to inspire others. No doubt you didn’t enjoy working with that individual, and neither did others. That’s why the effects of poor leadership include high turnover, poor morale and weak productivity.
Now think of all the good you can do if you’re a good leader. A Holistic Leader is able to seamlessly alter his or her leadership behaviour to meet the needs of followers and co-workers under a given set of circumstances. This type of leader helps others learn and develop their own personal leadership. Yet they also have a burning sense of urgency to move forward–to get things done. However, they’re inclusive, including people in decision-making. Finally, they dare to care about others, understanding the diverse needs of people and the benefits of creating effective working relationships.
This Book will help you…
Become a more centered and balanced Holistic Leader–at work, at home and in the community, with the result being stronger working relationships, greater people engagement and improved performance
Create a winning strategy to integrate Holistic Leadership into your personal leadership through a set of guiding principles
Understand yourself better–your strengths, passions and areas for improvement so you can be the best leader possible
Identify where you should first focus your efforts in strengthening your leadership skills
Distinguish the differences between the roles of management and leadership and how they work together
Choose additional resource materials to support you in your leadership journey
Inside this book you’ll find…
Easy-to-follow guiding principles for Holistic Leadership
The Holistic Leadership model and how you can apply it to your situation starting today
Profiles of exceptional leaders who display Holistic Leadership. Learn from their inspiring examples
A clear description of the complementary roles of leadership and management and why you should not confuse the two
Tips for aspiring leaders like you
Secrets to how to get your staff to respect you
Questions to spark reflection and inquiry
Resources (books and websites) that will take you to an even more advanced level of Holistic Leadership
Here’s what People are saying about Author Jim Taggart and his new book Becoming a Holistic Leader.
“A holistic leader has learned to master work skills, people skills and self skills. In this book, How To Become a Holistic Leader, the author asks readers the questions unobtrusively and compels them to think about themselves in their personal, work and community lives. When reflecting on and answering these questions, readers come away with advice and a truly useful pathway which can help both beginners and industry veterans to enhance their leadership abilities. Great book which promotes greater reflection on the part of the reader.”
Cindy Havens, BBA, CHRP, Human Resources Manager, Wolseley Canada
“Jim Taggart presents us with his innovative thoughts on holisitic leadership focusing on four integrated component: teaching, directing, participating, and nurturing in his new e-book (title). Jim writes with an easy familiar style , profiling unexpected influential leaders that helps each of us each see why becoming an holistic leader is essential for success in organizations today. It requires us to adhere to strong principles, to focus on people and results, and to paradoxically balance management and leadership.”
Debbie Payne, Principal Owner, DP Leadership Associates, Deberna International
Author: Trinamics Power of One, Two, Three and Trinamics Coaching Triangle System
“Author Jim Taggart clearly ascribes to the theory that good leaders are made not born. They develop through a continual process of learning, self-examination and experience. How to Become a Holistic Leader is an easy-to-read instruction manual for aspiring leaders. Weaving together an inspiring mix of theories, anecdotes, real-life examples and straightforward lessons, he provides guiding principles that anyone in a managerial or supervisory role would do well to study. Organizations that adopt Taggart’s Holistic Leadership Model are sure to have a happier, more productive workforce. Read, apply, succeed!”
Susan Greene, Freelance Copywriter and author: Job Hunting in a Tough Economy
“As a seasoned leader, it was inspiring to reflect upon how holistic I am or could become from reading Jim Taggart ‘s Holistic Leader e-Book. Taggart’s curiosity, experience, examples and his model encourages reflection and change. Whether you are a new or inspiring leader or a mid-life leader, I would recommend taking this e-journey from this leadership sherpa.”
Irene Lugsdin, Regional Director, Management Services
Veterans Affairs Canada, Western Region
“Jim and I met in graduate studies at Royal Roads University in 1998. We were on several intense team projects together in a cohort of 55 learners and through the chaos of some very challenging learning we became good friends. I always admired Jim’s grasp of leadership literature and his passion for writing about leadership. As Associate faculty at Royal Roads University I often use his writings to share with our learners to enhance their leadership journeys. Jim’s vision for spreading the leadership message has never wavered and I am so proud of his new book venture.”
Cathy McKenzie, M.A.
Associate Faculty, Royal Roads University
Learning By Heart Consulting Inc. Victoria, BC
About Jim Taggart, Author of Becoming a Holistic Leader
Jim Taggart has worked for the federal government for 28 years, during which time his career has spanned labour market analysis, innovation policy and competitiveness, knowledge management and leadership development. He has been a student of leadership for over 15 years, and devoted over a decade to applied work in leadership development, organizational learning and team building.
As a thought leader he has participated in, including initiating and leading, many change management projects that dealt with downsizing, restructuring and departmental mergers.
In addition to a B.A. and an M.A. (Honours) in economics from the University of New Brunswick, he holds an M.A. (Honours) in leadership and organizational learning from Royal Roads University. Jim’s passion for continuous learning and sharing with others extends to his belief that leadership resides at all levels of organizations and communities. His website Leadership World Connect.com is recognized as a source of comprehensive information on leadership and team learning.
Don’t delay! Becoming a Holistic Leader is available during December for free download to celebrate the re-launch of my leadership website LeadershipWorldConnect.com and to express my appreciation to my many followers.
Be sure to download it now by clicking on the sidebar link.
The literature on inter-generational differences is in hyper-drive. Think tanks spew out analyses; book authors produce their take on the situation; bloggers (like yours truly) convey their (attempted) unique perspectives; and consultants beat the bushes for contracts to tell organizations how different the generations are and to instill fear (to secure more contracts).
I’ve written several posts on this topic in the past, and because I believe that this is a critical issue for society and our economic future I’m again wading into the demographic swamp. A sampling of my past posts on intergenerational leadership include:
What Can Gen Y Teach Baby Boomers?
Hey Gen Y, Can You Become Untouchable?
Generation Y’s Job Plight: Top 12 Tips for Gen Y/
I want to address some of the commonly held myths, and also to bring into the conversation what’s called the Silent Generation (those 62 plus). The past 18 months have decimated the retirement plans of millions of North American workers, with the result being an increasing number of them now having to work well into their sixties, and in some cases seventies.
Too much of the literature and news articles concentrate on Baby Boomers (born between 1948 and 1965), Gen X (born between 1966 and 1979), and Gen Y (born between 1980 and 1997). So in reality we’re talking about a four inter-generational span, and not just Boomers and Gens X and Y. But before I delve into this, let’s take a look at previous generations and how they perceived and functioned in the world. I’ll use my late dad as an illustration.
My dad emigrated to Canada from Glasgow in 1920 at the age of three. He grew up in Winnipeg, and after completing high school worked as an apprentice machinist in the CN shops. When World War II broke out he wanted to sign up, but his dad told him that he first had to complete his journeyman papers.
In 1942 my dad joined the Canadian Navy. He was promoted to Chief Petty Officer, in effect running the engine rooms on two Canadian Corvettes. These were, by the way, very nasty vessels on which to work, bouncing around like corks on the ocean. And by way of interest, it was Sir Winston Churchill who was influential in naming the later sports car the Corvette.
After the War, my dad completed a mechanical engineering degree at the University of Manitoba. After graduating, he continued working for CN, working his way up into a management position. Along the way, yours truly was conceived and born in 1955.
What I remember of my dad while growing up in Montreal and Toronto was someone who travelled extensively, spending considerable time in Africa and South Asia as a consultant. Indeed, in 2006 at his funeral one of his former bosses said to me: “Your dad sure knew locomotives.”
In contrast to today’s very relaxed dress code in organizations, it was always a suit and spit-polish shoeshine for my dad when he went off to work. When he retired from CN in 1976 and went to work for the former Canadian Transport Commission (CTC), he was amazed at how sloppy people dressed. He found that wearing a sports jacket to work was nothing short of an abomination.
Nowadays, anything goes. Maybe that’s good, maybe not. I’m not one to judge. But it does succinctly tell us about different values. When my dad was forced by CN into early retirement at age 60 he was devastated. He went on to work for the CTC for another seven years before entering consulting. He finally retired at age 72. His retirement plaque from Prime Minister Pierre Trudeau acknowledged his 45 years of consecutive service with the Government of Canada.
So why am I telling you this? Because I want to illustrate how an earlier generation in North America stepped up to serve their countries and how they later went on to help build their countries’ economies. For an excellent accounting of how this generation served their nation, read Tom Brokaw’s book The Greatest Generation.
The employment contract has long been broken in North America. Baby Boomers have been the ones who were nailed with this development, while Gen X (named for it being the excluded generation) has struggled to create its own identify in the presence of the Boomers’ looming shadow. It’s Gen Y that seems to have the best grasp of the four generations that the world is indeed changing, and that corporate loyalty, slavish work hours and authoritarian power are long-lost characteristics.
What’s my biggest concern? Is it that Gen Y can’t cut the mustard? No, absolutely not. What Gen Y faces is the effects of the Great Recession: last in, first out; not valuing what they bring to organizations; not providing coaching and mentoring. BusinessWeek has labeled Gen Y the Lost Generation. Other news services are starting to pick up on this trend.
The meter’s ticking. But this time the situation’s different. The emergence of new global competitors is completely changing the economic landscape. Forget the stats that China and India have much lower percentages of their respective populations earning diplomas and degrees, compared to Europe and North America. The key here is they collectively have a population of about 2.5 billion people. It’s about absolute numbers, not percentages.
When looked at through the organizational lens, it all boils down to this:
• If there were ever a need for coaching and mentoring in the workplace, it is NOW.
• If there were ever a need for knowledge transfer in organizations, it is NOW.
• If there were ever a need for shared leadership in organizations and communities, it is NOW.
• If there were ever a need for embracing inter-generational differences, it is NOW.
So what’s holding us back? Is it ego, self-delusion, or just plain stubbornness?
We either come to terms with our inter-generational differences, finding common ground and moving forward collectively, or the world will pass us by, leaving North America in its wake. It’s our choice to make.
“Hi Dan,” Sheila called as she poked her head into the office of one of her managers. “Are you interested in taking a two day coaching course next week? It’s aimed at helping managers become better coaches.”
“Sure, why not. Sounds good,” Dan replied. “I could learn a few tips to make myself a better coach. But to be honest, Sheila, everyone’s talking about coaching and mentoring. Just look at the shelves in the bookstores and the business sections of newspapers. Coaching’s hot stuff. Some of us were talking about this in the coffee room last week, and we basically agreed that this is probably another fad. Next year they’ll be on to something else.”
“Maybe so,” Sheila responded. “But try to go into the workshop with an open mind.”
“Okay,” Dan sighed. “What about you? Do you plan to take it sometime?”
“Nah. I’ve been in management long enough,” Sheila said. “I’ve read some books on coaching and mentoring and have plenty of experience managing people. Besides, I’m too busy to give up even two days. Gotta run to a meeting. See you later, Dan.”
“Right…oh, and thanks,” Dan muttered, scratching his head in puzzlement at his boss’s reply.
This fictional conversation serves as a segue to delve into the inner side of leadership. Leadership development has traditionally been based on an externalized approach: People take training courses that instruct them on the desirable characteristics, or qualities, of leaders and how they should act. Moreover, training has relied to some extent on old assumptions about leadership. In particular, the “heroic” approach to leadership (i.e., the strong individual leader) still prevails in many areas of leadership development.
It’s only in recent years that a growing portion of the literature is concentrating on leadership development from the inside out. That’s to say, getting people in formal or informal leadership positions to take a hard look at themselves: “Who am I as a leader? Why do I behave as I do?” are questions that we need to periodically ask ourselves. When we pose these questions, it takes us to a deeper level of inquiry and reflection.
Few people question their basic assumptions
about the world or are even aware of them.
(Patricia Cranton)
In the conversation between Dan and Sheila, each holds a different mental model (set of assumptions) about leadership. During their interaction, Dan and Sheila are each having unspoken conversations–what’s going on in their heads, which reflects their unconscious assumptions and beliefs.
Dan’s unspoken conversation:
“I’m still pretty new to my job as manager and feel kind of inadequate. This coaching stuff sounds good but people issues make me feel uncomfortable. I’d rather just focus on the technical parts of my job. But Sheila sure could use some training. She micro-manages all of her managers. No wonder she puts in ten hour days.”
Sheila’s unspoken conversation:
“This coaching stuff’s B.S. I know how to get people to do things, and I know the work inside-out. My managers do what I tell them to do. None of this warm and fuzzy stuff for me. I’ve worked my way up the hard way, and I didn’t need a fancy degree to get where I am.”
Sheila perceives herself as a competent director, who doesn’t need to learn a new skill. Her self-image is one of “I’m already there. Been there, done that.” But yet she is insecure with the changes underway in the organization, in particular the growing emphasis on the “soft” people skills. Her unconscious fear is leaving what’s secure and comfortable for something that requires personal insight and discovery.
Dan, on the other hand, is ambivalent. He knows down deep that to be an effective managerial leader that he has a lot of work to do. Yet he is apprehensive of the commitment he must make to go into this unknown territory. He’s not yet comfortable with having to develop a deeper understanding of himself.
One of the most difficult realizations we have as human beings is that we are never there. Even the manager who has been in her job for 15 years and knows the issues, processes and technical aspects inside out still has more to learn. What does she really know about herself?
The assumptions we carry with us*call it our personal baggage*affect how we interact with others, whether it’s at work, home or in the community. These assumptions, developed and cemented from our life experiences (good and bad), form our mental models. These in turn distort our leadership lenses through which we see the world. How we lead people is affected profoundly by our lenses. If a manager’s lens is skewed by the debris of hardened assumptions, this makes it that much harder for him to be open to other views and possibilities.
In her book Transformative Learning, Patricia Cranton states:
“Adults will resist contradictions to their beliefs and will deny discrepancies between new learning and previous knowledge. In response to a challenge to their assumptions, many learners will entrench themselves even more firmly in their belief system and become hostile or withdrawn in the learning environment.”
Reflect on these questions:
• How often have you seen this behavior in your organization?
• How do we get beyond this type of response by people?
• What does this mean for leadership?
• If managers, as leaders and coaches, engage in this type of behaviour, how will organizations ever take the necessary leap of faith to become more inclusive about learning?
• What do managers fear?
• And what do staff fear in expressing their leadership abilities in their daily work?
How, then, do managers transcend from a traditional, transactional approach to leadership, in which the manager negotiates with the subordinate: “Do this, and this is what I’ll give you.” Often, these are not explicit conversations, but rather implicit understandings. The employee knows that if he does ‘this and this,’ and not ‘that and that,’ he’ll receive something in return. Does this method of “leadership” build commitment from staff? Does it enroll the individual in a common purpose and vision? Or is it oriented more towards compliance and implicit consent of not rocking the boat?
The leader who understands herself and who does not fear sharing her strengths, gifts, weaknesses and warts with her staff is on the path to becoming a reflective leader. This person understands*and values*the human dimension of leadership. It’s an inner journey, one that each of us struggles with for life. We’re never there, but continuously striving towards a personal vision of enhanced self-awareness and service to others.
This makes leadership a not-so-easy discipline to follow. The books, tapes, seminars, etc. promise great things to make us effective leaders. But leadership, the kind needed for learning organizations, cannot be sold over-the-counter. It’s not about techniques and gimmicks. When we understand that it’s about lifelong personal growth, filled with struggles and stumbles, we’ll have made one significant step forward.
Don’t forget to stay connected. Coming soon, my new e-book:
Becoming a Holistic Leader:
Strategies for Successful Leadership Using a Principle-Based Approach
The management literature is packed full of stories, anecdotes, surveys, etc. on what’s going on in North America. It’s easy to become consumed with this information. Seldom do we get the opportunity to read about what’s happening elsewhere in the world on management and leadership issues. Well, thanks to a 2008 survey conducted by The Institute of Leadership & Management (ILM) in the U.K., we get the chance to delve into how the United States stacks up against other countries when it comes to managing.
The ILM’s survey was conducted in May 2008, comprising the U.S., U.K., China and France. The survey was carried out by telephone, using the native language of the respondents. The results are nothing short of fascinating. Read on.
The survey found that China is forming its own “distinctive and highly effective management culture–sophisticated, very commercial, innovative and ambitious.” Yet, U.S., French and U.K. managers “…don’t necessarily practice what they preach.” They talk about the importance of the customer, results, working relationships and communication. However, this appears to be more talk than action. Of particular interest is that Chinese managers tend to be more modest about their performance, noting areas for improvement. They’re also well-educated and very ambitious; they’re not content with average performance, as opposed to with Western managers. U.K. managers were the least motivated to improve their knowledge and performance.
In contrast to Western conformance to cultural models and how management should be practiced, Chinese managers are embracing a new way of managing, similar to how the Japanese developed their own form of management several decades ago. So let’s look at some of the more specific findings.
Perceptions are always fascinating to explore, and this survey illustrates a number of mismatches between how managers saw themselves and how others perceived them.
Managers from the U.S., France and the U.K. held the perception that Chinese managers are hierarchical and authoritarian in their management approaches, pushing their employees to work harder to meet production schedules. Furthermore, they were seen as not being innovative or as following the rules.
When looking at themselves, Chinese managers admitted their weaknesses. However, they believed that a good manager has three essential traits:
• Knowledge, wisdom and the ability to learn
• Assuming responsibility
• Team skills
They saw themselves as being very concerned with following rules, very good at motivating employees, and focused on getting work done. Being authoritarian and lacking innovation was not seen as big an issue as the perception of Western managers. They also saw themselves as having a focus on the customer, maintaining workplace safety, and being honest and ethical. Their education is higher than Western managers, at least at the Bachelor level.
When asked what makes a good manager, the French noted communication and taking action, while the British emphasized relationships, safety and customers. None of the three Western countries ranked knowledge and wisdom highly.
The aggregated results of the survey are very interesting. For example, the top ten characteristics of what constitutes an effective good manager are oriented towards the three Western countries, based on the responses from managers.
The highest ranked characteristic was Determination to get things done, and done correctly. This stood out clearly above the other nine (in descending order):
9. Good communication skills
8. Knowledge, ability to learn and wisdom
7. Responsibility to make things happen
6. Positive and supportive relationships with people
5. Management skills, leadership and control
4. Customer-focused
3. Knows the business
2. Team skills
1. Good organizing skills
When separating out the results by each of the four countries, Chinese managers placed knowledge and the ability to learn at the top; U.K. and U.S. managers ranked communication as number one. The French viewed determination to get things done as the most important, and ranked knowledge in fifth place. American managers, however, didn’t rank knowledge and learning in their top five.
The survey contains a number of additional cross tabulations, but what comes out at the end is the need to understand much better how people in other countries manage and lead. Working on the basis of outdated or false assumptions and misperceptions is a dangerous game, especially when the stakes are high in a competitive global economy.
To be blunt, a hubristic attitude by Western managers towards Chinese managers – and other managers in emerging economies – is both foolish and myopic. That Chinese managers ranked knowledge and the ability to learn as number one should be a wake-up call to the West. If we do indeed live in a knowledge economy, then it would be logical to believe that this should be an integral part of a manager’s being.
NOTE: If you would like to read the full report but have difficulty accessing it, please post a comment to that effect and I’ll help you out.
We’re moving steadily towards the release of my new e-book, Becoming a Holistic Leader: Strategies for Successful Leadership Using a Principle-Based Approach. Today’s post is a more provocative commentary on leadership, but has important lessons for those people wanting to become a holistic leader.
Your feedback and input is important. Share your experiences of managers you’ve had: the good, the bad and the ugly.
If anyone’s brave enough, share where you’ve messed up as a manager but how you learned from the experience. And yes, yours truly made his share of mistakes as a new manager – so the kimono’s open. My sins?
When I was in my early thirties, over two decades ago (yes, I’m an old fart now) I was appointed to a management position in the area where I had worked for over six years. Yes, I knew the work technically. However, leadership, as opposed to management, is not an appointment; it is earned. Due to my own insecurities and wanting to do a good job as a manager – especially in the absence of any formal management training – I was a micro-manager. When I’ve given presentations on leadership I share this experience. And when I ask the audience how many people like working for a micro-manager, surprisingly no one has yet to raise their hand. Hmmmm. So that tells you something.
A couple of my team mates who were younger than I didn’t like this style of management and figuratively slapped me on the head. I still thank them to this day, because many micro-managers – and there are lots out there – never “get it.” The result is high staff turnover, weak productivity, and the absence of creativity and innovation.
Fortunately, I got the message really fast back then. I’ve been working over 30 years and always hated micro-management. But once I got over it when I was about 33, I became a delegator and, as I evolved as a manager, someone who believed in sharing the leadership. THAT is my personal philosophy and which is the cornerstone of my new e-book.
So let’s shift gears and turn to one of my heroes: Henry Mintzberg, a professor of management at McGill University in Montreal, Canada. If there’s one management/leadership book you buy, make it Mintzberg’s new book entitled Managing. It’s brilliant and builds on his empirical work over the past 35 years. He’s one of the few really grounded authors on management. Too much of the literature over the past 20 years, unfortunately, has consisted of excessively fluffy, feel-good stuff. Mintzberg, who may be perceived as a bit of a curmudgeon, is a provocative thinker and writer. But I promise you’ll love his new book.
One story he recounts in a footnote in his book is that of a British CEO who refused to allow employees to walk past his office door. The result was that they had to take a set of stairs to another floor. When employees met with this CEO in his office they had to sit on a chair that was at a lower level; that way the CEO could look down upon them. Unfortunately, and unbelievably, this guy not only got promoted but received a knighthood from the Queen! Upon his departure from the company, his advice to his successor was: a) dress properly, b) don’t smoke and c) maintain control.
The end of the story? The CEO’s successor went into his first board meeting, took off his jacket, lit a cigar and asked: “What would you like to talk about?”
Now that’s my kind of leader. This new CEO was about to demolish that company’s corporate culture and build a new one.
So now it’s your turn. Share your experiences.
Becoming a Holistic Leader:
Strategies for Successful Leadership
Using a Principle-Based Approach
by James L. C. Taggart
We live in a complex, rapidly changing world. The need for effective and focused leadership is becoming ever more important. Concisely written, this e-book will help you become an effective leader. Whether you’re part of Generations X or Y or a Baby Boomer, the information in this book will help you understand how to deal effectively with today’s–and tomorrow’s–challenges.
Here’s a sample of what’s in Becoming a Holistic Leader:
• Do you understand the difference, yet complementary relationship, between management and leadership? Holistic Leadership will clarify this to help you to become an effective manager and leader
• A set of ten Guiding Principles that will help focus you on the path to Holistic Leadership
• The Holistic Leadership model, which will provide you with the needed approach to move forward
• Profiles of exceptional holistic leaders that will inspire and motivate you
• Ten valuable lessons for aspiring leaders
• Stimulating questions on which to reflect and take action
• Valuable resource links to help you in your leadership journey
Becoming a Holistic leader will be released in mid December to coincide with the launch of my newly redesigned website: http://www.LeadershipWorldConnect.com
To thank the many followers of my blog and website, this book will be a free download for the first month.
What others are saying about Becoming a Holistic Leader:
As a seasoned leader, it was inspiring to reflect upon how holistic I am or could become from reading Jim Taggart‘s Holistic Leader e-Book. Taggart’s curiosity, experience, examples and his model encourages reflection and change. Whether you are a new or inspiring leader or a mid-life leader, I would recommend taking this e-journey from this leadership Sherpa.
Irene Lugsdin
Regional Director, Management Services
Veterans Affairs Canada, Western Region
A holistic leader has learned to master work skills, people skills and self skills. In this book, “How to Become a Holistic Leader,” the author asks readers the questions unobtrusively and compels them to think about themselves in their personal, work and community lives. When reflecting on and answering these questions, readers come away with advice and a truly useful pathway which can help both beginners and industry veterans to enhance their leadership abilities. Great book which promotes greater reflection on the part of the reader.
Cindy Havens, BBA, CHRP
Human Resources Manager, Wolseley Canada
