Jan 20, 2016
Today We Need Persuasive Leadership
The tried and true leadership model of “do what I say or else” is a personal favourite of people who actually can’t lead. This is the military model, which works when the bullets fly and your death is a requirement to achieve the broader objective. This is a ridiculous model for business and yet it lingers on. Death is not imminent but following idiots probably does shorten our lives. Higher degrees, certification, specialisations, longevity, technical knowledge etc., are all relied on for authority, to convince others that we should be in charge. But should we be in charge?
Leaders and managers have different roles. Managers are there to manage the processes of the organization, to make sure what needs to be done is completed, in a timely fashion and correctly. Leaders do all of that too, but they have an additional role and that is to develop people. This is where the “my way or the highway” breaks down.
We respect knowledge and ability more than we respect position power, degrees or degrees of self-aggrandisement. The thing we respect most though is how much interest the boss has in helping me to grow in my career. How much sympathy and understanding has the boss for my personal situation at home, because of my aging parents requiring care or my marriage is hitting a rocky patch, or my kid is having problems, etc.
In the old days, there was a clear separation between the individual’s work life and private situation and the boss would never go there, as it was considered intrusive and none of their business. Times have changed and society seems more complex today. We want people to bring their whole selves to work. The need for staff input of ideas and creativity is greater than it has ever been in human history. Technological advances have plugged the entire advanced world into a 24/7 cycle of work.
Persuading people of the “why” is leading today, not just pointing out the “what” or the “how”. Apart from professional salespeople who move up into management, there are probably few leaders who are any good at persuading anyone of anything. They are usually poor presenters, especially the technically oriented types.
They are working off the old paradigm of “I am smarter than you, that is why I am the leader and so do what I say”. If we want our organisations to be powered by just the brains and experience of these few leaders that is fine. If we want to bring the entire power of our teams to the battle front line with our competitors, it is not sufficient.
We need as many engaged brains as possible assembled and working on the problems facing us. The spark of creativity is not solely located in the leader’s brain. The youngest, newest employee may have keen insights and openness to new possibilities that the leaders who have moved far from the frontline cannot even recognise any more.