New Course! Leadership skills

What makes a good leader?

If you were to ask ten people this question I would guess that you would get ten different answers. Some people would say a good leader is strong, some would say have technical ability, whilst others would say a good leader must have good communication skills. This list gives you an idea of the many skills a leader will need to develop;

 

• Strength
• Honesty
• Integrity
• Flexibility
• Self discipline
• Management skills
• Communication skills
• Technical knowledge
• Fair
• Balanced
• Humour

Naturally all of these skills will come into play when you take up the position of leader. The big question is are they skills a leader is born with, or are they something you can develop?

In recent decades managerial strategies are driven by two major theories. These are Herzberg;s theory and McGregor’s X Y theory.

Hertzberg’s work asked the question “What do people want from their jobs"? He asked hundreds of workers what they wanted from their jobs, and concluded that people want jobs that offered recognition, achievement and responsibility with opportunities for growth. His research is often credited with providing the foundation for the development of job enrichment and the movement for improving the quality of work life. Through his work came the ideas for the development of job enrichment and the now oft used phrase of creating work/life balance. His theory is known by two names “the two factor theory” and the “motivation/hygiene theory”. In his theory Hertzberg identified that the organisational factors that affect employee dissatisfaction are different to the organisation factors that influence employee satisfaction or motivation. (Which is why it has the name – “two factor theory”).

Hygiene factors tend to be about the environment that the job provides or the context in which the job is to be performed.

 

This might be;

• The working conditions (physical)
• Company policies
• Working relationships
• Salary
• Security
• Status

 

This may come as a surprise to some people because many people think that salary is the determining factor for job satisfaction.

Motivation factors tend to be about the work itself and the opportunity to develop leadership and responsibility through the work.

• Achievement
• Responsibility
• Recognition
• The opportunity for advancement
• Stimulating work
• Challenging work.

 

What this means for those developing their leadership skills is that you cannot rely on removing dissatisfactory elements from the workplace to motivate your staff. Staff have to have opportunities to stretch themselves and develop responsibility within aspects of the work. In presenting their work they also need opportunities for recognition and ultimately advancement. In addition to this company policies and procedures should be developed where possible to give the best working conditions and to facilitate work/life balance.

 

McGregor’s work was based on the premise that effective leaderships depending upon a managers internal construct on the nature of management and about people in general. He stated that there were two sets of assumptions about people. Theory X and theory Y. These two theories attempt to explain how a manager can deliberately influence the behaviour of an employee. In theory X the manager sees people who inherently dislike work; avoid responsibility, are unambitious , unimprovable and need to be coerced, controlled, direct and punished.

In theory Y the manager believes that people are generally self motivated, will work naturally exercising discipline and self control, have the potential for self development and can be encouraged through coaxing and rewarding. Both of these two theories assume that productive work is an unnatural form of behaviour and that some form of pressure has to be applied to achieve it.

Chris Agyris

According to Argyris apathy and lack of effect are healthy and normal reactions to unhealthy and abnormal situations which have been created by ill thought out management policies. His theory is that most people are naturally motivated to act responsibly and to be self-reliant and independent. He felt that the work place by its nature wanted to create a child like and dependant state which resulted in resistance sometimes demonstrated by disruptive behaviour. His view was that people should have a sense of pride and accomplishment at work to be fully motivated and therefore fully productive.

Citation: Image taken from Supervisory studies 5th Edition P.W Betts

• Don’t take the high road

If people are questioning why certain things are done, or the logic of decisions, that is good. It is not a refusal it is simply an attempt to understand. Pulling rank in response to questions will come across as abrasive and defensive. You should be working towards getting the buy-in from your team and colleagues. You won’t get their cooperation by getting on your high horse. Your team may not always agree with what is being done, but they are more likely to respect you if you take the time to explain what you are thinking.

• Your team are subjects not objects.

Simply put a subject is something that does….  Therefore a subject is a person. You probably shouldn’t think of your team members as subject either but you should definitely avoid thinking of them as objects. Don’t push them around like pieces on a chess board. Give them the opportunity to develop their own judgement. Learn to trust your people to do their jobs well. Give them training where necessary. Stop breathing down their necks!

• Listen, listen, listen

You have two ears and one mouth and should try to use them in that proportion. People will bring their problems to you because they trust and respect you. Not because they are trouble makers. Good listeners are genuinely interested, convey empathy, and want to find out what's behind the words. Great leaders are great listeners -without exception.

• Don’t have all the answers.

It may be faster in the short term to tell someone what to do, or do it yourself, but if you give your team an opportunity to figure it out they will grow in ability and confidence and you will be free to do the job you are paid to do, which is lead.

• Build – not break down.

Great leaders have great communication skills. Don't patronise or be critical of others – good communicators take complete responsibility for how they are heard because they recognise the message is in the way it is received... Avoid negative remarks. Great leaders always find a way to say things calmly and constructively and build people up.

• Let your team enjoy the success

As a people manager; your first responsibility is to ensure the success and development of your team. If they are successful, you will automatically be successful. Focus on building their skills and removing obstacles in their way. If you can achieve this, you will see the results in the productivity, motivation and satisfaction of your employees. Through this route you will get the results that you want.

• Do what is right

Not what appears to look good. By doing this you will behave with integrity and cultivate respect from your team and also from the wider work place.

• Laughter is the best medicine

Nobody is suggesting you should walk around with a silly grin on your face but nobody likes to work in an environment where fun and laughter are frowned on. People are more productive when they are enjoying themselves. Creating a workplace where fun is permitted and encouraged can make all the difference. Having a boss that doesn’t take him/herself too seriously can have a remarkable affect on productivity.

• Develop your emotional intelligence.

Emotional intelligence is made up of four areas; self awareness; self management; social awareness; relationship management. By developing these areas you are developing yourself as a leade

• Use a coach or a mastermind group

One big mistake that leaders can make in their early years as a leader is to assume that they have to go it alone.  This is not true and not a wise move. You will discover that all great leaders availed themselves of a mentor or a group of people on whom they could rely to get some honest feedback.  Leadership can be a lonely position.  You don not wish to convey your doubts to either your team or your upline for obvious reasons.  A sensible thing to do would be to find yourself a coach that you can relate to and trust to bring your problems too. It will be money very well invested. If you can't afford a coach why not think about setting up your own mastermind group.