What is it like to be on the receiving end of you? Do you think it is ‘very good’? Or is it ‘horrid’? It’s a good reflective question to ask yourself as a leader, whatever your leadership level or style.
Most of us lead people, not robots. People have feelings, and feelings are important. Feeling ‘very good’ or ‘horrid’, and all the emotions in between, are a consequence of all our actions and behaviours, and this is especially poignant for leaders. People in your organisation experience these emotions based on your direct actions and behaviours, and they respond accordingly as individuals, and collectively within teams.
But why should leaders consider the impact of their actions and behaviours on the feelings of those around them when they have so many other things to do? The leadership of an organisation sets the culture, whether you realise it or not. You might have heard the famous Peter Drucker quote, ‘culture eats strategy for breakfast’. It is part of your job as a leader to set the right culture.
That’s why great leadership is so important because an organisational culture that feels ‘horrid’ is likely to be ineffective and inefficient with a large amount of wasted energy. It doesn’t matter whether the organisation has a fantastic product, service or the best strategy. If the organisational culture isn’t great then everything else will end up getting ‘eaten for breakfast’.
At Clore Social Leadership we design programmes that help you identify the bits of you and your leadership that are ‘very good indeed’ and the bits that might be ‘horrid’. You have the capacity and capability to become a better leader; it’s whether you choose to or not. Your capacity to lead isn’t based on your seniority or job title, it’s about your desire and aspiration.