What Do We Need in Our LEADERS?

Sometimes, when you hear and watch things over and over, it is easy to begin to believe in them as truth. Lately, it seems there is a lot of talk about "toughness" being an exemplary trait of LEADERSHIP. It seems to be popularly characterized, not by one's character and integrity as a leader, but in who can talk tough, be aggressive in their language, relying on the use of combative words, like "annihilate" and "destroy;" and always be first with a "surprise attack." When I flash on great leaders in history or even ones I worked for and with, I don't recall these qualities.

My questions for you... Is "toughness" what we need most in our leaders at all levels of business and society today? ...more aggression, more "toughness," more mean-spirited actions? Is it really "tough talk" that demonstrates a steadfast, committed, influential leader?

When I think about this question myself, I find myself drawn back to what I learned at IBM as a leader that has passed the test of time. One example: When IBM was beginning its transformation back in the 1990s, we used the results of a study shared in a now classic book entitled The Leadership Challenge . What I remember is there were four traits that people said they most admired in their leaders:

• Honesty
• Forward looking
• Competence
• Inspiration

How do you think these traits stack up today?

debbe

Debbe Kennedy
Contributing Author
Greater IBM Connection
Founder, President & CEO
Global Dialogue Center and
Leadership Solutions Companies
www.globaldialoguecenter.com
author, Putting Our Differences to Work (Berrett-Koehler June 2008)
IBMer 1970 - 1991 L.A.; Anchorage; Seattle; San Francisco

Comments

[Mike Kain]

"Toughness" is such an intangible term, subject to broad interpretation.

"The Leadership Challenge" by James Kouzes and Barry Posner is an excellent study on Leadership, and in my opinion, timeless.

Although Honest, Competent, Forward-looking and Inspiring were identified as the top four characteristics of Superior Leaders, there were sixteen additional characteristics ranked in their survey. From their survey and an analysis of follower interviews relating
personal-best cases, they developed a model of leadership that consists of what Kouzes and Posner call The Five Practices of Exemplary Leadership:

Challenge the Process
Inspire a Shared Vision
Enabling Others to Act
Model the Way
Encourage the Heart

Consider Kouzes and Posners definitions:

Challenge the Process:
Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities.

Inspire a Shared Vision:
Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future.

Enable Others to Act:
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful.

Model the Way:
Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory.

Encourage the Heart:
Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes.

Personally, I feel that Leadership is situational. The characteristics demonstrated by a Leader need to be dynamic, and appropriate for the situation.

Therefore, I believe that Kouzes and Posner have captured the "key" characteristics of Exemplary Leaders within their Five Practices of Exemplary Leadership. Can "Toughness" be interpreted as falling within their Model? Certainly.

[Debbe Kennedy, Global Dialogue Center (former IBMer)]

Dear Mike,
Thank you for sharing more about this powerful work. If we kept these principles in our minds as we set out as a leader each day, imagine the difference.

You are right about the word "toughness"... it seems to have a range of meanings from "strong, enduring strength, practical, resolute" which all seem like good qualities in the right situation. At the other end, there are also the characteristics of toughness, like "stubborn, aggressive, severe, harsh, unyielding, hardened." Unfortunately, I think these sometimes get mistaken for leadership by example. I suppose we are all capable of any of these behaviors as humans. For exemplary leaders there must be an ongoing struggle with a constant examination of conscience and actions to stay true to the qualities you describe. Thanks again for the meaningful reminder.

Debbe

[Ethan]

I think it's highly dependent on where the market and the business are (and where they are heading.) At times a leader has to practically turn into "a real monster" in order to make his/her business survive. If the company, for example, is hemorrhaging money, then inspiration may need to take a back seat to "direct orders." I'd like to think, though, that in normal operations, managers and leaders can find a way to privilege vision and inspiration over toughness and command-control mentalities.

[Debbe Kennedy, Global Dialogue Center (former IBMer)]

I think I worked for a few "Mr. Real Monsters" over the years :-)--- on a bad day you speak the truth, have I too done this? There is the real question...:-) Oh, no! I just asked and got a few laughs.
Debbe

[Jasmin Tragas]

reading this makes me want to be a leader :)

Thanks Debbe. I agree a real leader doesn't assert a sense power through intimidation or threat.

And as Ethan points out - there are times when a leader needs to take command and direct orders. However is the leadership still empowering? Can you be as solid as a rock without having a heart of stone? :)