How to leverage skills from all ages to create an optimum workforce

By Michelle Gibbings CMgr FIML

 

As organisations grapple with more complex decisions and an ever-increasing pace of change building a workforce equipped with the skills and experience to thrive in this environment is critical.

Finding this depth and breadth of talent requires leaders to build a diverse workforce, which covers full spectrum diversity including, for example, age, ethnicity, gender, thinking styles, disabilities and sexual orientation.

This means leaders need to challenge their decision making patterns.

 

Seek out difference

It’s natural to want to work with people you like and find easy to work with, and consequently when you are building a team or forming workgroups you often seek out such people.

This is either done consciously or subconsciously.  In the case of recruitment, for example, search criteria often specifically reference the desire to find a candidate who is a good cultural fit.

Cultural fit can mean different things to different people.  Typically, if you ask people how they define cultural fit they will give comments such as, someone who:

  • Lives the organisation’s values
  • Is able to work well in the team
  • Will fit in with the rest of the group
  • Understands the organisation’s objectives and buys into its vision

 

However, when you strip away the layers and get to the base level drivers, what the person is looking for is someone who they feel comfortable with.  That is, someone who they connect with because they can see aspects of themselves in that person.

 

Avoid likeability bias

It’s often suggested that one of the key success criteria for a job interview is to ensure that the interviewee comes across as likeable.  The premise being that the hiring manager has already positively assessed the applicant’s CV for the required technical skills because they are being interviewed.  Now, all the hiring manager is seeking to test is whether they want to work with the person or not.

This likeability isn’t just about being friendly and a nice person. It’s about whether the hiring manager finds similarities with the person they are interviewing. Research shows we like people who are similar to us in terms of interests, backgrounds and experiences, and this has consequential impacts for hiring decisions.

Kellogg University found that getting hired for a job was not so much about the “soft or hard dimensions of the role”, but rather how similar the person being interviewed was to the person conducting the interview.

It is very easy for leaders to want to hire people who are like them.  Similarity makes a person feel comfortable.  However, when you hire people like yourself, you are filling the team or workgroup with people who have similar backgrounds, experiences and thought processes.

 

Diversity improves decision making

Homogeneity can negatively impact how decisions are made. The more alike people are, the more likely they are to think along the same lines and therefore there is less room for debate, discernment and disagreement.

Separate research from Kellogg University found that diverse teams make better decisions.  That diversity is not just about gender or ethnicity, it includes age, experience and backgrounds.  The diverse groups outperformed more homogeneous groups, not because of an influx of new ideas, but because the diversity triggered more careful processing of the information that’s discussed.

‘Complex problem solving’ and ‘critical thinking’ are the top two competencies that the World Economic Forum identified in its Future of Jobs report. This involves challenge, exploration, suspending judgement, and being equipped with the cognitive capacity to look at problems in a different way. All of which is aided by having a diverse workforce.

Successful sustainable organisations recognise the need for their workforce to be equipped with the capability and capacity to dig deeper into the mental models that drive their thought processes and be ready to acquire knowledge from multiple sources and environments.

Consequently, leaders need to be prepared to challenge their assumptions and expectations when they are building their team.  This involves:

  • Acknowledging the potential for bias, because we all have it to varying degrees
  • Actively seeking diversity of experience, background, ethnicity, age and gender (and all forms of diversity) when forming teams and workgroups
  • Recognising that the person at work who really annoys you is often the person you need to spend more time with. Why? Because the source of tension comes from their seeing the world differently to you and this challenge to your frame of reference is good for your thought processes
  • Inviting other people into the decision-making process who can shift and provide alternate perspectives

 

Build on strengths

As part of this approach, it helps for leaders to understand and then leverage the strengths of their team.

Research conducted over the last 30 years shows that taking a strengths-based approach leads to greater work satisfaction, engagement, and productivity. This is evidenced in Tom Rath and Barry Conchie’s book, Strengths Based Leadership, where they detail how working with strengths helps leaders be more effective.

Leaders play a crucial role in bringing strengths to life at work – for both themselves and their team members.

It starts with the leader understanding their own strengths and how they are best used at work. The next step is to help team members:

  • Appreciate the strengths they bring to their role, and
  • Recognise and value the strengths their colleagues bring to their role

 

This is best done through a series of team development activities, which help the team best understand and leverage the individual and collective strengths of the team.

Michelle Gibbings is a change leadership and career expert and founder of Change Meridian. Michelle works with leaders and teams to help them accelerate progress. She is the author of ‘Step Up: How to Build Your Influence at Work’ and ‘Career Leap: How to Reinvent and Liberate your Career’.

In leadership, respect is about understanding, not agreeing

By David Pich CMgr FIML

 

Respect is undeniably complex. This complexity is only increasing as the world – and the world of work – become simultaneously more polarised and more open. It’s interesting that these two global trends seem to be in such conflict.

Countries and workforces are becoming increasingly diverse, while public opinion about all aspects of diversity seems to be ever more polarised. We seem to be metaphorically pulling down walls, but leaders are appealing to millions with notions of building physical walls. Barriers to trade and those that restrict the freedom of people to move and work across borders seem to be becoming mainstream policy in many nations.

 

DIFFERENCE AND DIVERSITY

These macro trends and developments have made the concept of respect a fraught and complex matter. The typical workplace contains incredible diversity. A relatively small team of, say, 10 people in Australia or New Zealand can be made up of any combination of females, males, and those who identify as either or neither. It may also include people in same-sex relationships, people with or without kids; and it may include Christians, Jews, Muslims, Hindus and atheists. There may be people with a physical or mental disability (or both) and people from quite literally any cultural background you can mention. In fact, it’s safe to say that I have missed more ‘categories’ (and yes, I detest that word) than I have listed.

When all of these people – our workmates – arrive at work each morning, afternoon or evening, they do so against a social and political environment that is increasingly polarised and opinionated. Stereotypes abound, and the impact of these shouldn’t be underestimated.

The best example I can give is from the UK following the Brexit vote in 2016, when Polish and other mainland European nationals living and working in London and other cities reported feeling an overwhelming sense of fear and uncertainty in the workplace.

Similar feelings were reported in Australia among the gay community during the same-sex marriage debate.

The seemingly constant attack on, and airing of, ‘differences’ in lifestyle choices, religious beliefs, cultural backgrounds, nationalities and other aspects of the rich tapestry of individuals’ lives means that showing respect is increasingly portrayed as unnecessary and, even worse, a sign of weakness.

 

RESPECT IS ABOUT UNDERSTANDING, NOT AGREEING

Showing respect as a leader isn’t about agreeing. It’s simply not possible to agree with everyone about everything. Trying to do that is the quickest way to tie yourself up in knots and lose the respect of the team. It’s also disingenuous.

When I joined CanTeen in 2002 as the Head of Fundraising and Marketing I met Carolyne, the Head of HR. We became and remain close friends. Carolyne is a committed and practising Christian, while I’m a committed and practising atheist. We freely talked about – and laughed about – our very different life views and belief systems, and we frequently explained to each other why we had come to our own separate and diametrically different conclusions.

That’s life! As I once said during a conference keynote, “If the workplace was full of middle-aged blokes from Manchester with a love of eighties music it would be a very dull place indeed!” Difference and diversity is interesting, enriching and rewarding.

Respect is about understanding why people believe what they believe, do what they do and are who they are. Despite what we read and hear from a vocal section of today’s media, and read on the more extreme reaches of the internet and social media sites, it’s perfectly possible – and perfectly acceptable – to understand without agreeing. Showing respect as a leader is about accepting that you don’t always need to be right, that there isn’t necessarily only a right and wrong or just a black and white. Respect is about accepting and embracing the idea that other people’s life experiences are different to yours and that that’s OK.

As a leader, respect is about encouraging and embracing the view that difference and diversity bring strength to a team because they open the way to new thinking, new approaches and new ways of solving problems. Once this view is accepted it can be implemented in any number of ways within the workplace or team. For example, in recruitment, leaders should ensure that they do not fall into the trap of allowing personal bias to creep into the formal and informal recruitment process. In the same way, leaders need to guard against allowing their own views to cloud the way they deal with any number of issues and situations that arise each day in the workplace.

Leading Well book
This is an edited extract from IML ANZ’s latest book, Leading Well: 7 attributes of very successful leaders (Major Street Publishing, A$34.95).

The book highlights seven attributes that ignite inspiring leadership. It focuses squarely on the personal attributes that can transform managers into leaders and good leaders into great leaders.

Order your copy here.

 

This article originally appeared in the September 2019 print edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

The Info: Best books for ethical leadership

Booktopia’s Sarah McDuling reflects upon ethical leadership – and cherry-picks the best books for further reading.

 

At a glance ethical leadership may seem simple enough. By any interpretation, an ethical leader is a good leader. Integrity, justice, compassion and respect are values that must logically lie at the core of any conversation about leadership and ethics. Ethics are, after all, the moral principles that govern a person’s behaviour. To behave ethically is essentially to know and to do what is right.

However, authentic ethical leadership involves more than simply identifying and pursuing a list of core values. It requires a framework based on communication, action and trust.

Values-based leadership creates a working environment where employees feel secure. It fosters a sense of pride among colleagues – which boosts staff performance, retention and morale. Put simply, people who trust their leaders are happier, more productive and more successful.

While transparency and clear communication are core elements of ethical leadership, perhaps the most important is action – or ‘leading by example’. This can be done by aligning systems and processes to promote ethical reasoning, independence of thought, listening, flexibility and resilience. Without these processes in place, a leader may fail to walk the talk. Inspirational speeches are worthless if they aren’t backed up by action.

Ethical leaders are very rarely born, ready-made. They develop via a combination of training, learning and innovative thinking. With that in mind, I have chosen the books in this reading list to guide and inspire you to be the most ethical (and therefore most effective) leader you can be.

 

Recommended reading: Ethics and leadership

ETHICAL LEADERSHIP:

CONSCIOUS BUSINESS: HOW TO BUILD VALUE THROUGH VALUES

By Fred Kofman

 

TREATING PEOPLE WELL: HOW TO MASTER SOCIAL SKILLS TO THRIVE IN EVERYTHING YOU DO

By Lea Berman, Jeremy Bernard and Laura Bush

 

ETHICAL LEADERSHIP: CREATING AND SUSTAINING AN ETHICAL BUSINESS CULTURE

By Andrew Leigh

 

THE THOUGHTFUL LEADER: HOW TO USE YOUR HEAD AND YOUR HEART TO INSPIRE OTHERS

By Mindy Gibbins-Klein

 

THE POWER OF ETHICS: THE THOUGHTFUL LEADER’S MODEL FOR SUSTAINABLE COMPETITIVE ADVANTAGE

By Pete Geissler and Bill O’Rourke

 

THE ETHICAL LEADER: WHY DOING THE RIGHT THING CAN BE THE KEY TO COMPETITIVE ADVANTAGE

By Morgen Witzel

 

SOCIAL RESPONSIBILITY

FORCES FOR GOOD: CREATING A BETTER WORLD THROUGH PURPOSE-DRIVEN BUSINESSES

By Paul Hargreaves

 

HUMANE CAPITAL: HOW TO CREATE A MANAGEMENT SHIFT TO TRANSFORM PERFORMANCE AND PROFIT

By Vlatka Hlupic

 

LEAN IMPACT: HOW TO INNOVATE FOR RADICALLY GREATER SOCIAL GOOD

By Ann Mei Chang

 

PURPOSEFUL PROFITS: INSIDE SUCCESSFUL BUSINESSES MAKING A POSITIVE GLOBAL IMPACT

By Joanne Sonenshine

 

SOCIAL MOVEMENTS FOR GOOD: HOW COMPANIES AND CAUSES CREATE VIRAL CHANGE

By Derrick Feldmann

 

THE ETHICAL CAPITALIST: HOW TO MAKE BUSINESS WORK BETTER FOR SOCIETY

By Julian Richer

 

AVAILABLE FROM BOOKTOPIA | Find out more about all these books, and order them online at booktopia.com.au.

 

This article originally appeared in the September 2019 print edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

Five things Shakespeare can teach you about leadership

By Andy McLean MIML | Photo by Prudence Upton

 

Modern-day managers and leaders can learn a huge amount from the epic plays of William Shakespeare.

Here are just five lessons:

 

1. Bring your people with you

Shakespeare’s Julius Caesar is a military and political leader who has begun to believe his own publicity. He claims he is ‘constant as the northern star’ and his success to date makes him think his decision-making is infallible. Caesar’s failure to listen (to his Senate peers, his wife, a Soothsayer and others) proves fatal.

Leadership lesson: It can be lonely at the top – but it doesn’t have to be. By definition, a leader is someone who brings people with them. In business, that means taking time to consult with stakeholders and explain the reasons for decisions.

 

2. Take time to recognise people’s achievements

The Percy family literally risks life and limb to support Henry Bolingbroke’s battle to become King Henry IV. But, once in power, Henry is distracted by new priorities. He neglects his former allies and disregards their contribution to his success. This oversight almost costs Henry IV the crown when the embittered Percys later raise an army against him.

Leadership Lesson: In today’s market, where change is constant and time is short, it’s tempting for leaders to focus solely on the challenges ahead. But it’s essential to pause occasionally and recognise the achievements of individuals and teams. Rewarding the right behaviour helps to role-model the organisation’s values, foster loyalty and propel people to even greater heights in the future.

 

3. Give your people purpose beyond profit

In The Merchant Of Venice, everyone is consumed by the pursuit of wealth. There’s Shylock lending money, Antonio wheeling and dealing, Bassanio hustling to raise funds – and Lorenzo even wooing Jessica with one eye on the till. All of Venice’s most influential people are clamouring for cash and a toxic culture infects the city. Bell Shakespeare’s James Evans, who facilitated a Leadership In Action workshop, points out: “In one of the best opening lines of a play ever written, Antonio says: ‘In sooth, I know not why I am so sad’. He’s got everything that money can buy, but he’s still not content.”

Leadership lesson: When it comes to work, money is not the be all and end all – and your workforce knows that. As a leader, people will only follow you if you can articulate a purpose beyond profit.

 

4. Show empathy to inspire your people

On the eve of the Battle of Agincourt, King Henry V and his army know they are outmanned and outgunned by their enemy. Henry spends the night in disguise, listening to his soldiers’ hopes and fears. The next morning, before the fighting starts, Henry delivers a motivational speech that unites and emboldens his people, including the immortal lines: ‘We few, we happy few, we band of brothers; For he today that sheds his blood with me/Shall be my brother’.

Leadership lesson: If you know what makes your people tick, then you can help them achieve extraordinary things. Use surveys, forums and informal feedback to gauge the mood of your staff. Incorporate what you’ve learned when you communicate with your people. And never underestimate the power of public speaking!

 

5. Plan your succession carefully

Shakespeare wrote that, ‘All the world’s a stage, and all men and women merely players, They have their exits and their entrances’. Time and again, his plays remind us that – no matter how great the leader – their tenure is only temporary. Yet too often, those leaders fail to ensure a smooth handover of power. Rome is plunged into civil war because there is no prearranged Plan B after Julius Caesar falls, and King Lear pays a bloody price for leaving his kingdom in the hands of his two devious daughters.

Leadership lesson: Ultimately, it must be a leader’s mission to leave their organisation in a better position than when they found it. That means always keeping an eye on the long term and identifying the right talent to lead in the future.

On stage near you

Bell Shakespeare’s national tour of Much Ado About Nothing continues across Australia until 24 November. Their production Titus Andronicus will be staged in Sydney in August and September.

About the author

Andy McLean MIML is the Editorial Director of Leadership Matters magazine.

How to ensure your leaders add real value to your organisation

Success in business rests heavily on getting a good return on your investment. From producing products, to upgrading technological systems to marketing services, business leaders must be meticulous in ensuring they get top results in return for the money spent.

But what about your investment on the people leading your company? Managers and leaders are often overlooked as the most important organisational asset that holds the most potential in determining the business’ success. What value do your managers add to your company?

It’s a vital question to ask. In an era rife with corporate misdeeds at the hands of poor leadership – from Volkswagen’s ‘emissionsgate’, to the Facebook-Cambridge Analytica data breach, to the banking royal commission – more than ever, consumers are losing faith in businesses and their leaders.

So, who is leading your business? Do your leaders display the key qualities that drive success in today’s complex business environment? How are they adapting to the fast-changing pace of leadership for the future?

When hiring, assessing and developing managers and leaders in your organisation, ask the following questions:

Are they experienced?

In many professions, such as accounting, engineering and law, certain standards are indicated by the designations that these professionals possess. It’s a guarantee of the experience and understanding that they bring to the business. Their accreditations are recognised as an objective benchmark of professional competence and ensures they have the right knowledge, skills and experience to qualify as a practicing professional.

You would never entrust your taxes, construction or legal cases to underqualified professionals. It’s logical to think that you would treat your leadership investment with the same prudence. A professional recognised with an accreditation to manage and lead people and the business is guaranteed to practice management and leadership at the highest quality, ensuring your business is getting the most out of  both the manager and the staff they empower every day.

In Australia and New Zealand, the Chartered Manager accreditation is changing the game for leaders and businesses. As an internationally-recognised professional designation, it provides assurance to organisations that their managers have the necessary skills to lead the business towards success. Recognised by Royal Charter, it is a benchmark of management and leadership professionalism that has transformed organisational leadership around the world. In fact, the Chartered Management Institute (CMI) in the UK found that 96% of Chartered Managers used their designation as proof of their experience in leading people and managing change.

For Intelledox’s Head of Customer Services and APAC Professional Services, Sue Ann McKenzie-Smith CMgr AFIML, becoming a Chartered Manager helps her paint a holistic picture of her stature as an experienced manager and leader. McKenzie-Smith points out, “Being a Chartered Manager has ensured I am leading people with an industry standard recognition of my management skills to date, and throughout my career.”

Are they ethical?

In 2019, consumers know that business success and ethical behaviour are not mutually exclusive. In a decade of ethical leadership failures across organisations in all industries and locations, from Hollywood to governments to FIFA to banks, consumers are demanding businesses deliver results without sacrificing their moral compass.

Corporate ethics is an issue that concerns University of South Australia Business School adjunct professor, organisational psychologist and independent company direct Travis Kemp CMgr FIML. He recognises the importance of ethical behaviour in leaders. “A leader’s impact on society can be incredibly positive when it’s directed in the right way, to the right people, at the right time. And for that reason, we can all get better at doing it”, Kemp says. He believes leaders must guarantee that their actions are grounded on strong decision-making principles. “It keeps coming back to this notion of good people, doing good things, for the right reasons”, he adds.

As a Chartered Manager, Kemp is one of hundreds of professionals who must adhere to a strict code of conduct and practice that certifies that he commits to the highest standards of ethical behaviour whilst managing and leading. This significant pillar underpinning the accreditation is another reason Chartered Manager is transforming the leadership landscape across Australia and New Zealand as businesses begin to focus on corporate ethics as a core element of leadership practice in the workplace post-banking Royal Commission.

Are they impactful?

Managers are tasked with the often complex and difficult role of empowering and enabling people to achieve their full potential, whilst also working to achieve the business’ goals. However, it can sometimes be difficult to quantify if, how, where and what value certain managers are really adding to the business. Calculating whether leaders are providing a high return on investment is difficult to benchmark, assess and analyse. Ensuring leaders in your organisation measure up to an objective and universal standard of professionalism is essential to evaluating business success.

Kate Venables CMgr AFIML, Director of CatholicCare Social Services in Toowoomba described becoming a Chartered Manager as “the start of a journey”. Venables knows that being a manager is all about adding value by enabling those around you. According to Venables, “The importance [of being a leader] is that you empower and engage others to do the best in their job.”

As a Chartered Manager, Venables’ impact as a leader is benchmarked against the global standard of the rigorously-assessed accreditation which requires professionals to provide proof of the effectiveness of their leadership practice. After the accreditation is awarded to successful applicants, they commit to ongoing continuous professional development that guarantees their skills are updated, relevant and of the highest quality.

In their research of Chartered Managers, CMI found that:

  • 91% of Chartered Managers see the designation as proof of their ability to deliver results
  • It is estimated that Chartered Managers, on average, add $AUD626,309 in value to their organisations
  • 64% of Chartered Managers also report making significant cost savings through performance improvements and innovations

These strong statistics not only provide a clear insight into the real results achieved by Chartered Managers, they provide a benchmark of impact and leadership success amongst top managers and leaders.

Who’s leading your business?

If business success is calculated on the checks and balances of investments, then the investment in people – and especially leaders – should be front and centre of the business. Top results are achieved at all levels of the business by ensuring the person who makes decisions and manages people is the most experienced, ethical and impactful leader.

So, who is leading your business? How do you ensure the managers and leaders you hire and develop have, do and will continue to work to the highest possible professional standards? Indeed, what is that professional standard?

Chartered Manager is the global highest status that can be achieved as a manger and leader. It is an international standard of leadership excellence.

Chartered Managers demonstrate all the vital business skills and qualities to drive you towards business success. These professionals add value as leaders because they:

  • Have top-level experience: 73% of Chartered Managers have met or exceeded business targets
  • Are committed to ethical behaviour: 95% of Chartered Managers believe the designation shows their integrity
  • Make impactful business contributions: 86% of Chartered Managers made improvements to their business

Is it time for your leaders to make a real difference to your business? Is it time to future-proof your business with Chartered Managers?

If you want to see where Chartered Manager can take your business, click here.

Female Leaders in the Strongman Era

By Nicola Field | Photo by Michael Bowers

 

Laura Tingle has a celebrated career as a journalist and author. Formerly the Political Editor of The Australian Financial Review, Tingle is currently the Chief Political Correspondent of the ABC’s 7.30 program. Leadership Matters caught up with Tingle to seek her views on the changing nature of leadership, and how different female leaders have adapted their style to achieve success in the male-dominated world of politics.

In her recent essay Follow the Leader: Democracy and the Rise of the Strongman (Black Inc.), Tingle pulls no punches about the state of leadership in modern politics. She kick-starts her commentary noting that the qualities and requirements of leadership are eternal, and observes that history is peppered with great leaders who have shaped our views of what makes a true leader. In particular Tingle observes, “Political leadership should be about building a consensus for change, giving people a map to follow, and bringing together different parties to achieve an outcome.”

It’s a definition of leadership that certainly isn’t exclusive to political circles. The same notion of a leader as someone who can inspire, motivate and galvanise a team to achieve collective goals applies in the business world also.

But that may be where the common thread ends.

In Canberra, at least, recent years have seen a revolving door of leaders, and this has forced incumbents to become more focused on controlling the inner ranks of their own party rather than guiding the electorate.

 

CRASH OR CRASH THROUGH

“There is something of a ‘crash or crash through’ approach in politics at present,” observes Tingle. “Right now we see situations – not just here in Australia, but elsewhere in the world also, where consensus building is no longer valued, and this can pervade the culture in business as well as politics.”

Tingle points to former Prime Minister Paul Keating who is often cited as an example of the ‘crash or crash through’ approach. Yet she notes that he also argued, “You have to bring the mob with you”. Tingle points out that at least Keating regarded his role as setting the right direction and then persuading enough people that he was right, to enable him to follow that path.

It’s a very different matter with some of today’s leaders. And, for many people, US President Donald Trump will come to mind as the embodiment of what Tingle refers to as “our conflicting expectations and frustrations when it comes to leaders”. Tingle’s essay sums up Trump’s presidency this way: “We are as alarmed by the apparent powerlessness of American institutions to contain or direct him as we are by the erratic ignorance and nastiness of his actions.”

The prospect that Donald Trump could be a bellwether for future leadership will be worrisome for many, and Tingle observes that he could herald the return of the strongman to politics. But how will this affect women aspiring to leadership roles – be it in politics or the commercial world?

Tingle is quick to highlight that leadership is not the same as authority and power. “Leadership can come from the foot of the table, it doesn’t have to come from the head of the table,” she says. “But whether it is in politics or business, women are increasingly holding senior, leadership positions – and that is threatening for a lot of people.”

 

A REAL SENSE OF MACHISMO

This threat can make the challenges of leadership far greater for women than for their male counterparts. Tingle notes, “There can be a real sense of machismo in the political arena, and women in politics can face an extra layer of hostility.”

From power struggles to coups, Australia’s first female Prime Minister, Julia Gillard faced both – and a whole lot more. Tingle was well-placed to observe how Gillard handled the challenges, and how she responded by cultivating her image to maintain her political clout. An inherent degree of sexism made this transformation essential. Tingle explains, “Since leaving office, Gillard has met other powerful women in politics around the world who tell stories of being in high-level meetings surrounded by men in suits, and being mistaken for one of the catering staff.”

Indeed, Gillard herself has commented that she would often take part in gatherings of world leaders, yet the Australian media would focus on the clothes she was wearing rather than any contribution she made. Tingle agrees with the former PM’s assessment: “Gender wasn’t everything with Julia Gillard. But it was certainly something.”

 

MISOGYNY HAS DEEP ROOTS

In offering an explanation as to why women in political leadership roles can face gender issues, Tingle refers to the UK’s best-known classicist Mary Beard, whose book Women & Power: A manifesto, which traces the roots of misogyny all the way back to classical Greece and Rome. Beard argues that silencing the voices of women was, in effect, a natural part of manhood, and this has established a precedent for women aspiring to leadership positions.

“Mary Beard has really drawn attention to perceptions of women – and how perceptions of power are hardwired within us,” says Tingle. “History has shaped our views about what people in authority should look like”.

Those perceptions saw Julia Gillard take steps to alter her image as a leader. Tingle describes the evolution of Gillard’s public persona, saying, “Over time, Julia Gillard transformed herself. She felt she could no longer make jokes, but rather had to be sombre and serious.”

Tingle notes that Beard argues women have tended to adopt many outward signals of ‘manliness’ in attempts to establish their leadership credentials – from dropping their voices when they speak, to wearing the ubiquitous pants suit favoured by so many modern female leaders.

She adds, “We see something similar in Angela Merkel [who has served as Chancellor of Germany since 2005], who always wears the classic pants suit.”

Not even a political heavyweight like Angela Merkel is immune from superficial criticism. In 2013 for instance, Le Journal International allowed fashion designer Karl Lagerfeld open slather against Merkel’s dress sense in relation to her “special proportions”.

Indeed, when it comes to political leadership, women tread an especially fine line with their wardrobe. The 2016 US election campaign saw Hillary Clinton blasted for wearing a $US12,000 Armani jacket. UK Prime Minister Theresa May sparked outrage for wearing a pair of £995 leather trousers.

Tingle notes, “These examples highlight how we are all struck by implications of what power looks like, and how hard it can be for women to break through this sort of nonsense.”

 

SHOULD WOMEN ADAPT?

Is it essential for women in leadership to alter who they are, what they wear, and even change their voice to fit in with popular perceptions?

Tingle refers again to Women & Power, citing questions Mary Beard raises about how women can be heard – and whether it involves exploiting the status quo. It’s no secret for example that former UK PM Margaret Thatcher followed the advice of minders to lower the pitch of her voice (and thereby sound more masculine) in order to win the 1979 election.

“We often do things to increase perceptions of our authority,” says Tingle, “and that can include changing aspects of ourselves to create a perception of male authority. It’s just what we do.” She points out for instance, that Julia Gillard “eventually developed a persona of speaking slowly to convey a sense of being in control.”

However, some women do successfully break the mould. New Zealand Prime Minister Jacinda Ardern has created a very different prototype of female leadership. Not only has she seemingly missed the memo about the need to look and sound more masculine, the announcement of her pregnancy saw her public support swell.

“Jacinda Ardern is fascinating – and an extreme opposite to someone like Angela Merkel,” observes Tingle. “She is not perturbed by motherhood, just as she wasn’t perturbed by issues over whether Russian spies were in New Zealand [which was a question Ardern faced in March 2018 following the Novichok poisoning of Sergei and Yulia Skripal in the UK].”

Tingle continues, “Jacinda Ardern just stays cool, and focuses on the important things – and this has given her an authority that she didn’t start out with.”

 

TEAM AHEAD OF SELF

In her essay on political leadership, Tingle points out that, “We bemoan a lack of leadership. Some yearn for the good old days when we had it. Yet when we get it, we sometimes don’t recognise it, and even if we do, we seldom reward it.”

She explains this view saying, “We don’t have a very sophisticated assessment of leadership. We have started to adopt a one-dimensional view of leadership, and the continuing change of leadership [in Canberra] has undermined what it means to be a leader.”

According to Tingle, our structure of government has reached the point where it is not possible for any one person to bring about significant policy change, no matter how persuasive an advocate they might be. “It means the skill and obligation of leaders lies in changing relationships within the ranks of their colleagues and the electorate so that they are not operating on their own.”

Tingle believes that effective leadership comes back to identifying self-interest versus collective interest, and cites the Labor Party as a good example of this. “Bill Shorten is not always popular among his parliamentary colleagues,” she explains. “But the collective interest of the party is what drives his team to get on with the job. This is tremendously stabilising because the Labor Party as an organisation knows it won’t get into government if it looks like a rabble.”

As Tingle points out, “This demonstrates that it is possible for people to learn to put team interest ahead of self-interest. The crucial thing is for people to understand the collective self-interest in order to make rational decisions.”

It’s not a bad maxim for managers and leaders, male or female, to follow, and it provides hope that the strongman approach won’t win out – in the business arena at least.

Why you need to re-engage demotivated employees

There’s no denying that motivation drives performance. So when employees lose their drive to succeed how can managers help them? More importantly, should managers try to salvage motivation?

Motivation is the force that leads to success. In fact without the willingness, persistence and mental effort that result from high-motivation, 60% of team projects fail. High-performance cannot be achieved without motivation.

Employees, however, lose this drive for various reasons. They may no longer feel positively challenged in their role or perhaps they are dealing with a difficult situation. They could also be feeling that they are not rewarded fairly for their work.

It’s therefore prudent for leaders to be supportive when good employees lose their motivation. You don’t want them to be demotivated to the point of leaving. IML ANZ’s National Salary Survey found that on average, it costs A$23,410 to replace staff who leave. Not to mention the invaluable cost of losing the knowledge and understanding those employees have of your organisation and customers.

What can managers do to re-engage demotivated employees? Here are some ways:

 

Reward for extrinsic motivation

This includes external or tangible rewards such as salary, benefits, the conditions of work and even the physical work environment.

Managers must be cautious not to assume that extrinsic motivation is the quick fix. There could be a number of factors that influence de-motivation. Instead, use extrinsic motivation as just one of the ways to re-engage your employee.

 

Support their intrinsic motivations

Here is an area where leadership skills can truly make an impact – boosting an employee’s intrinsic motivation. Unlike extrinsic motivation, this takes time, effort and commitment to build within employees.

An intrinsically motivated worker is one who feels confident in their capability, enjoys a healthy sense of challenge in their work feels appreciated by workmates and displays care and consideration for those around them.

There is also no silver bullet for boosting intrinsic motivation. Much will depend on ensuring that you value the achievements of employees in a fair and visible way. It also helps to work on communications skills so that you can be a source of reassurance for employees who may be waning in their motivation.

Career Doctor: How can I build a high performance team?

By Peter Cullen FIML

I was extremely fortunate and very grateful to have been a member of a really great team on one occasion in my career. There were seven of us with a very close bond that was forged over time. People from outside the company wanted to join our team. They could not, because no-one left. Our team exemplified five fundamental foundations that most great teams share: leadership, purpose, values alignment, accountability and communication. Here are some ideas to help embed these five foundations in your own team.

1. LEADERSHIP

As a leader remember: it is not about you, it is about what you do. You need to consistently role model the behaviours you seek in the team because your attitudes and behaviours are contagious.

Trust sits at the heart of any high performing team. Displaying genuine vulnerability is an essential ingredient in establishing trust and it must start with you. This should be encouraged within the team as people flourish in an environment where they feel safe. You need to be open and honest about your mistakes as well as your achievements.

Give your time to your team and people. And have courage! Be the advocate of your team and their protector.

2. PURPOSE

Do you and your team members know their purpose and that of the team? It is a great idea to develop this with the team so everyone has clarity, buy-in, ownership and responsibility for their purpose.

Provide time for team members to consider the who, what, when, where and how of their work. Plan a team meeting to brainstorm and consolidate all this information into a concise paragraph that is relevant and easily relatable.

3. VALUES ALIGNMENT

Knowing, understanding and living your personal values provides personal satisfaction, contentment and a sense of quiet confidence. Values form the basis for your attitudes, beliefs and perception of the world and how you fit in it.

People whose personal values are aligned with team and company values usually perform at a higher level because they are generally happier and want to contribute. They want to support each other and the team. Help yourself and your colleagues by providing a personal values assessment then ask the team to create some jointly agreed team member behaviours.

4. ACCOUNTABILITY

Knowing what team members need to be accountable for – and then consistently following up – has a big influence on how a team performs. KPIs are normally front of mind when we think about accountability. Remember that these need to be realistic, achievable and agreed by both you and the person who reports to you. It is beneficial for a team to create and develop some targets collectively and they should feel comfortable to hold each other accountable for them. When working in an environment of trust, team members will appropriately and respectfully call each other on it.

5. COMMUNICATION

It is essential to be open, honest and transparent with the team and your people while being appropriately respectful. Two important motivators for people are recognition and acknowledgement. These can be delivered by providing regular feedback which should always be affirmative and supporting, never blaming, criticising or judgmental.

Depending on how many direct reports you have, consider weekly 20-minute catch-ups and weekly structured team meetings. To ensure you all get the most from every meeting, ask what worked well and why and what can be improved and how.

Be present! Ensure you ‘walk the floor’ and chat with people to see how they are going and whether they have any concerns you can help them with.

Keep people informed on the progress and developments of the company. Remember, we are all human and as such we will make mistakes and we will have wins. Use each mistake or win as an opportunity to build self-awareness through self-reflection.

If you can establish these five foundations with your team then you will be a formidable force together. And you will be the leader your team needs you to be.

Peter Cullen is an education and training facilitator. Each of his three-day programs engages participants in developing and implementing their capabilities as managers and leaders.

Essential elements of successful leadership development

In today’s rapidly changing business environment, it’s essential for leaders to keep the pace. There’s now a need for new skills and knowledge to assist leaders in navigating the ever-changing landscape. So, are leadership development programs the key to staying relevant?

The obvious answer might be ‘yes’. However, according to Deloitte’s latest Global Human Capital Trends survey, current learning and development programs are struggling when it comes to equipping today’s professionals with skills for the future.

It’s vital then that forward-thinking managers and leaders carefully inspect the components of a program before investing their time and efforts. After all, the modern business environment is all about agility – wasting time on the wrong program can be costly.

If you’re looking for the right development program, here are three essential ingredients:

Development to lead yourself

Before any progress can happen, leaders must first be prepared to accept that they need it. In an environment of fast-paced change, leaders can’t afford to get trapped in what is called ‘functional stupidity’ or the compliance with the established norms without questioning if it is still the right thing to do.

Good leadership development programs must challenge a leader to shift their thinking, venture out of their comfort zone and learn to improve themselves before they can help others.

Development to lead others

Part of the shift leaders experience in today’s business environment is the focus on soft-skills. As workers in this digital age become accustomed to receiving information instantly and dynamically, they start to form the same expectation when it comes to workplace communications.

Leading others is now much more than merely handing out instructions, it’s about inspiring action. Gaining the skills to inspire, motivate communicate and collaborate is critical for a good leadership development program.

Development to lead the organisation

Finally, development must address an organisational goal to be effective. The downfall of many programs is that they rest heavily on theories and lack practical application.

The best leadership development programs are ones that equip participants to respond to situations already in progress in the workplace. This helps the learnings really stick, as the results will also build trust in the development received.

Furthermore, programs customised to organisational needs, lead to a good pay off in your leadership development investment. That’s because it builds loyalty and reduces the risk that you have developed a leader who leaves the company straight away.