SITTING BACK OR STEPPING UP? THE DIFFERENCE IS LEADERSHIP.

Body language tells you a lot. I was working with a team some time ago and the way they sat at the meeting was reflective of each individual's willingness to take on responsibility.

We were talking about some future projects that had to happen and we were breaking the projects down into individual tasks. Responsibility for the tasks was being allocated to team members. I was observing each team member. Some were literally sitting back, even leaning back. Others were leaning in.

Without getting hung up on body language, there was a correlation between their body position and their willingness to accept responsibility. Those leaning back were the ones reluctant to put their hand up. Those leaning in were doing the opposite. 

There has been a lot written about the difference between leaders and followers and even the difference between managers and leaders (you might be interested in the Manager 2 Leader workshop!).

One difference I am certain of is that leaders step up. They actually love responsibility. Followers, on the other hand, sit back and wait for someone to take charge.

What would it be like at your place if more people were stepping up instead of sitting back? Our Manager 2 Leader workshop makes that happen. Let me know if we can help.

Stop hoarding responsibility. Share it and see what happens!

Many aspiring leaders I work with have a lot of responsibilities. Trouble is, things get messy, and some are hanging on to things they would be far better off sharing around.

Effective delegation is a key to good leadership. It means that you are making the highest possible value contribution to the organisation. It also means that you are sharing your corporate knowledge and giving others the opportunity to step up. The biggest benefit though, is that it creates some time and space for 'leadership stuff' that you otherwise may not get to. 

Simple exercise: Take a clean sheet of paper and write down all of your current tasks and responsibilities. Now, put a tick next to those that only you can do. Put a cross next to those that someone else in the organisation could do. Identify five tasks on the list that you are going to delegate to others.

Use this system (CREST) to effectively delegate the tasks to others.

Context: First, explain the 'why' or big picture overview to the task. Why is it important?
Result: Be specific about the outcome you want. What does success look like?
Enquiry: What information does the person need to know in order to successfully complete the task?
Support: What support or assistance do you need to offer or give?
Timeframe: Be specific about when the job needs to be done by.

A bonus tip to ensure effective delegation is follow up. This will depend on how experienced and competent your people are, but let them know you are there to help them succeed.

What high value leadership tasks are you now going to focus on?

WHAT'S UP WITH LEADERSHIP IN AUSTRALIA? FIVE THINGS YOU SHOULD KNOW.

The results from the largest ever leadership study in Australia have just been released. The Study of Australian Leadership (SAL) was conducted by Melbourne University and funded by the Federal Government.

SAL surveyed 8,000 individuals across 2,500 workplaces. It involved senior leadership (CEOs), as well as frontline leaders and employees.

Key findings:

1. Frontline leaders have the most impact on employees, shaping their work experience and creating the work environment.

• Takeout: The performance of your frontline leaders, not your MD or CEO, matters most to your employees. 

2. Leaders drive the organisational capabilities that lead to better performance. 

• Takeout: The better your leaders are, the better your organisation will perform.

3. Leadership is critical for innovation which is vital for business performance.

• Takeout: Everyone is talking about innovation, but we should be talking about leadership driving innovation.

4. Engagement, culture, trust and 'intention to quit' are results of good leadership.

• Takeout: Whether your people care or not, trust each other or not, or are going to stay or not, are direct results of leadership.

5. Investment in leadership development pays. Leadership development results in more confident, capable leaders who drive both performance and innovation.

• Takeout: Investing in leadership development means you will get better leaders, and with it, all of the benefits as outlined above.

Key Question for You!

What are you doing about leadership development at your place? This research has just been released. It's hot off the press, it's reliable, current and trustworthy. 

If you need help developing leaders, call or email. We can help.

WHAT WOULD YOU DO IF IT WAS YOUR LAST DAY ALIVE?

I recently read an article by American author Walter Isaacson about Steve Jobs. He tells a story about Jobs who, when reflecting on a decision to do something or not, thought to himself, what would I do if this was my last day alive? This reflection guided his decision.

It got me thinking. What would you do if you knew that today was your last day alive?

• mow the lawn or tell someone you love them?
• go to a movie or gather your loved ones?
• read the paper or write a letter to your future grandchildren?

Sorry for being flippant, but I wanted to reinforce Isaacson's point. Asking ourselves this question will help us understand what things are most important to us. It will also help us make good decisions.

Why wait until it's too late?

HOW DO YOU KNOW WHEN IT IS TIME TO LET SOMEONE GO?

That was the question asked by a member of the audience to Wayne Bennett at a corporate lunch I attended in 2012. Wayne shared a lot of stories and ideas that he has used over the years in becoming Rugby League's most successful coach. The largely business crowd seemed comfortable with adapting his football philosophies to their own business contexts.

But surely this question, whatever the super coach answered, couldn't apply equally to the two worlds? His answer was simply this...

"You should let people go as soon as you are aware that they are no longer trying to improve."

Wayne Bennett

Was Bennett advocating that the business people present return to work and sack everyone who wasn't showing signs of improvement? Of course not, but as leaders we should take a leaf out of his book. He creates a culture where his players know that he expects them to constantly strive for improvement.

We should communicate to our people that there is an expectation that they are committed to both individual and organisational improvement. In addition, we need to provide opportunities and guidance so that improvement can occur.
 
What would it be like in your organisation if you clearly established an expectation that everyone is committed to and engaged in both personal and collective growth and development? What would happen if you backed that up with opportunities to do just that? My guess is, more success.