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Lessons in Leadership Is there a leadership crisis? Most companies have excellent leadership bench strength By Robert L. Bailey Nearly every week I read a newspaper or magazine story about a dire shortage of people who will be capable of successfully leading American businesses in the future. It’s easy to get the impression that there is a leadership crisis in America. Several developments are creating this impression: • The media are having a field day writing about a few prominent business leaders of high-profile companies who are going to jail, are in jail, are just getting out of jail, or who should be in jail—as if this is the norm in American business. • Many politicians—the nation’s most visible form of leadership—continue to give the impression that they’re interested in only three things: raising campaign funds, getting elected, and getting re-elected. Their voracious quest for the power and perks of elected office give the impression that their actions are all about “me,” the politician, without regard to “you” or your interests as constituents. There is little in the field of politics that great leaders should emulate. • A number of speakers and consultants are making a decent living spreading the word about the dire shortage of leaders. One consultant told me, “My clients won’t pay me to hear good news. We have to place emphasis on the problems that must be solved.” • These impressions are confirmed by surveys that tell us that as many as 70% of American workers do not like their jobs or their bosses. Many tell us that they report to “imperial bosses,” or those who rule by threats and intimidation and who cause untold damage to the very organizations they are charged with leading. It is true that many are not models of outstanding leadership. With all of this going on around us, it may appear odd that I have concluded that there is no leadership crisis in America. Is there a problem? An emphatic “yes.” But I’m convinced that there is no shortage of leaders capable of successfully leading American businesses in the future. Here’s why: Much of my time is devoted to speaking to business people around the country, often about leadership. The folks in the room are generally bright, ambitious middle-management people who want to succeed and who are committed to making their companies overwhelmingly successful. When time has been allowed for a question and answer period, questions or comments along the following lines nearly always emerge: “You have described the type of leader that I want to be and try to be. But how can I get my boss to improve his (or her) leadership style? It’s hard to lead in an environment in which a people-oriented style of leadership is not encouraged by senior management.” “I plan to lead the people in my department or unit in the manner you have suggested. But I personally am being subjected to threats, intimidation and pressure by the ‘big boss’ who is a terror to work for. I’m not sure I can continue to tolerate such a hostile atmosphere while remaining a positive, people-oriented leader who sets a good example for my subordinates.” A consistent stream of comments along these lines tells me that most companies have excellent “bench strength” in their leadership teams. But these people have become frustrated while waiting for an opportunity to put their leadership skills to work in senior management positions. My advice to them is to continue to learn. And, yes, learn from your current boss. During my career I’ve had many bosses, some bad, some good—and probably more bad ones than good ones. Yet I learned something from all of them, even though sometimes it was only what not to do when I rose to a senior management level. Learn from other leaders with whom you have contact. Study their leadership techniques. Which of these techniques will you wish to adopt as you move into more senior positions, and which will you wish to avoid? Read books on leadership. Like leaders themselves, there are good books and bad ones; but each book usually contains some worthwhile points. Include on your reading list biographies and autobiographies of great leaders. Now put your leadership skills to work in your own unit or department. Certainly you’ll make mistakes. During my career I’ve made more than my share. But you’ll learn from those mistakes, and over time you’ll become a truly outstanding leader who: —is a great communicator. People want to know about their company, its direction, its problems, potential solutions, and the competition. When employees understand the big picture, they will be eager to be a part of the mission to achieve company objectives. —always sets a positive example. Follow the same rules as everyone else. Never take advantage of extravagant perks, especially during periods of layoffs or other cost-cutting initiatives. —seeks the suggestions of those who have the best understanding of the problems the company faces and possible solutions—the people who actually do the work. —expresses thanks and apprecia-tion for the contributions of employees. —-smiles at business associates and calls them by name. There can be no communication without trust, and there can be no trust without a smile. So you’re not good at remembering names? No one is until he or she develops the skill. Learn one new name a day. Before long you’ll know most of the people in your company. —is visible and accessible to employees at all levels. This energizes and motivates the organization. —is enthusiastic and a cheerleader for the organization. If a leader cannot learn to be enthusiastic about the organization, he or she may be a part of the wrong company. —takes an interest in people and their families. Over time, learn the name of the employee’s spouse, the kids’ names, where they go to school, their majors, their hobbies, everything. When a new piece of information of this kind comes to your attention, jot it down on a note card when you get back to your office. You can refer to the file periodically as you set the information firmly in mind. Management gurus tell us that there is no longer employee loyalty to a company—that few will remain with a single employer until retirement. My answer to them is, “Of course not. Too many of us expect employees to be loyal to the company when senior management has done little to show the company’s loyalty to them.” If we are loyal to our employees—if we truly care about them and treat them as we would want to be treated—they will be loyal to the company. And that loyalty will pay off big-time through the years. As you put your excellent leadership skills to work in a unit or department, your work will draw the attention of others. Many will wonder why morale is so high in your department. Why is turnover so low? Why is productivity so high? Then others may begin to copy your leadership style. As you continue to sharpen your leadership skills, you can have a significant impact, not just on your own department, but on many departments and the company overall. Even the “big boss” may one day recognize that his or her own leadership style is no longer appropriate. There is no leadership crisis in America. There is a wealth of young leadership talent waiting in the wings with the desire and commitment to making their organizations more successful. * |
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