Lead People…Manage Things
Master The Five Key Facets of High-Performance Leadership
Many people in leadership positions struggle with understanding what makes a great leader. While billions of dollars are spent annually on leadership development, quality leadership is still in short supply.
Organizations have responded to the demand for high-performance leadership with myriads of education, training programs, and resources, which seem to be plentiful,…Amazon.com has over 9,000 references on leadership…yet most organized attempts at developing high-performance leaders fail to achieve their aims.
So what does work?
Working with leaders, we have isolated five key characteristics that successful leaders demonstrate. These work exceptionally well in all governmental, non-profit, or for-profit commercial settings. These five critical facets of high-performance leadership are universal.
They are easy to remember using the acronym FACET. Here they are…
Focus – Authenticity – Courage – Empathy – Timing
Influential leaders stay focused on the outcomes they wish to create and don’t get too married to the methods used to achieve them. They provide this ‘outcomes focus’ for their organization by emphasizing their organization’s mission, vision, values, and strategic goals and, at the same time, building the capacity of their organizations to achieve them. This capacity building emphasizes the need to be flexible, creative, and innovative and avoid becoming fossilized through adopting bureaucratic structures, policies, and processes.
Authentic leaders attract followers, even leaders who are viewed as highly driven and challenging to work for. Simply put, they are viewed as always being themselves…and therefore, followers know what to expect from them and can rely on them, come thick or thin. Authenticity gives the leader the currency to obtain ‘buy-in’ from key stakeholders because it builds and maintains trust. Authenticity is the bedrock upon which the other facets are built.
The challenges facing leaders today are immense and require great courage to overcome. Others constantly challenge leaders, be it their team, customers, the public, or other stakeholders. Standing firm in the face of criticism, yet having the courage to admit when they are wrong, are hallmarks of courageous leaders. For example, shifting an organization from being introspective to customer-focused requires courage when people pay lip service in the new direction…it means calling people on their bluff.
Influential leaders know how to listen empathetically…thus legitimizing others’ input. By doing so, they promote consensus building and build strong teams. They coach others to do the same, creating an inclusiveness culture. They tend to be great listeners who capitalize on the ideas of others and provide recognition for these ideas, yet they don’t get bogged down in overly complicated dialogue. While they create learning organizations that place a high value on dialogue and continuous feedback, they know when to take action, when to ‘fish or cut bait,’ which brings us to the final facet…
The one facet that can make or break a leader knows when to make critical decisions and when not to. All other facets must be considered subservient to getting the timing of critical decisions right. There is a need to be focused, authentic, courageous, and empathetic, but get the timing wrong on critical decisions, and everything else stands nullified. Great leaders move with appropriate speed. They don’t believe that everything must be done immediately…they know how to prioritize and get their team to prioritize. They also engage in timely follow-through to ensure that actions committed to happen are well-coordinated and timely. They use time as an ally.
Is that all it takes to be a great leader?
These facets of high-performance leadership are not exhaustive. Just as one would look at the facets of a diamond, upon closer observation, other facets become observable. Anyone can aspire to be a great leader by commencing with these facets. If you are in a leadership role, regardless of your position in your organization, start by asking yourself the following key questions:
How focused am I? How much time do I spend communicating and inspiring people about our mission, vision, values, and strategic goals? How much focus do I create in my organization? How married am I/my organization to methods that have outlived their usefulness?
Am I viewed as authentic? Do people see and hear the real me? Do I wear a mask at work and remove it when I leave each evening?
How courageous am I when my values, vision, and goals are challenged? Do I stand firm and only change my position when I know I am wrong? Do I have my team identify what they need to STOP doing, what they need to START doing, and what they need to CONTINUE doing to achieve our focus?
How empathetic am I? Too much/too little? Do I create enough opportunities for open and candid dialogue? Do I ever find myself and my team getting bogged down in consensus building or achieving false consensus? Is there a feeling of inclusiveness amongst the members of my team and throughout our organization, and with other stakeholders, including
Do I make and execute decisions in a timely fashion? Do I know when to ‘fish or cut bait?’ – do I demand well-coordinated and timely execution of strategy from others? Do I use time as an ally?
What you can do to create a high-performance leadership culture…
Candidly asking these questions will open up many possibilities for you, your organization, or your clients…if you have
the courage as a leader to do it.
Building and sustaining a high-performance leadership culture takes time, patience, and a clear focus on the vital characteristics that leaders can develop naturally and authentically. Listening to what people expect from you as a leader and then responding empathically, in a timely fashion, will move you towards mastering these five critical facets of high-performance leadership.
Above all, you need to TAKE ACTION.