In many ways, good leadership is hard to define. It can't be directly measured. There's no leadership "score" or report card. In fact often
measure of leadership is qualitative rather than quantitative - although quantitative results always follow. So, questions remains, how can you tell if your leadership skills are effective?Plain and simple, leadership is about getting others to take action. If leadership effectiveness is lacking, less than best effort is put forth. The better leadership, better effort. Exceptional leadership inspires best effort in others.
Effective leadership is a function of both individual competencies and organizational culture. What are some signs that leadership isn’t as effective as it could be? There are a number of them. They are indications that something is missing in leadership equation.
* Inability to Motivate People * Difficulty Attracting/Retaining Right People * Low Productivity * Poor Customer Orientation * High Stress * Isolation * Declining Profits * Ineffective Delegation * Lack of Creativity * Lack of Initiative * Ineffective Teams * Poor Communications * Lack of Vision * Diminishing Revenues * High Turnover
What can be done to improve leadership effectiveness? The answer is simple to understand and yet not so simple to implement. It starts with understanding foundations of what makes someone an effective leader and what kind of organizational culture is most effective.
Effective Personal Leadership
When I ask workshop participants about characteristics of both good and bad leaders, list never includes issues of intelligence, technical skills, or effective decision-making! Instead, list is full of people-related traits – good listener, respectful, good communicator, develops others, …
Effective personal leadership can be summarized as being competent in these skill sets:
* Becoming Influential * Facilitating Teamwork & Collaboration * Being a Catalyst for Change * Managing Conflict * Developing Others * Having & Communicating a Compelling Vision
Unfortunately, improving one’s competency in these areas is often a challenge. Let me explain why… Unlike factual information, which gets processed in neo-cortex of brain, people-related skills are processed in part of brain called amygdala. This portion of brain regulates emotional insights and responses rather than logical insights and responses. Improving leadership skills set forth above require one to break old habits/responses and form new ones, and we aren’t able to do this simply by learning and acquiring knowledge. That’s difference between neo-cortex and amygdala.
There are a couple of inherent challenges with this process. Pretty much everyone acknowledges that they have room for improvement. The first challenge is knowing which areas to improve. We all have blind spots. We're aware of some of our shortcomings, but usually not all of them. Secondly, breaking habits and forming new ones requires commitment, persistence, and time. It usually takes support from others – people who can point out when you’ve acted in a way contradictory to your intent. It’s important to use a reliable assessment to identify areas of growth opportunity. From those results, we can develop a plan of development which bolsters weaker areas and leverages stronger areas. The final aspect of a successful personal development plan relies on having one or more people who can support you, give unbiased, non-judgmental feedback, and help you make course corrections.
