1. Operating with trust. In a world where it’s hard to
differentiate a real photograph from one created by computer wizardry, and more
people trust infomercials than organizational leaders, trust is the new
workplace currency. Trustworthiness is now the number one quality people want
in their leaders. But operating with authentic trust requires more than
behavioral integrity, the alignment of words and actions. It also requires
performance trust, self-trust, and relationship trust.
2. Becoming an independent thinker. Bandwagon “solutions” for the
ills troubling organizations or employees are often gobbled up by leaders and
reinforced by trade and business publications featuring successful examples of
the “new” thinking or approach. Yet complex problems plaguing most groups and
businesses don’t have bandwagon solutions. Successful leaders are not herd
followers. They cultivate an active personal practice of curiosity, alternative
perspectives, expanded sources, and challenging assumptions.
3. Applying dependable politics. Getting things done the “right
way” is what it means to apply dependable politics at work. “Right” in this
context implies operating with ethics, integrity, and a positive use of
influence others can count on. It means building lasting relationships. To do
that requires an understanding of healthy conflict and the power of stories,
plus a consistent application of c’s: collaborate, cooperate, consider, and
contribute.
4. Enabling transition after change. Who would you follow?
Someone having difficulty handling the constancy of change, or someone who
practices and uses tradition tools to move themselves and others forward?
Enabling transition requires choosing growth, even for change you did not
choose, and reinventing yourself along the way. It also requires helping those
you lead do the same. Transition follows change. Enabling it is an essential
skill.
5. Being self-aware. Authentic leadership yields natural
followership. It springs from self-awareness, and understanding one’s own
thoughts and actions, and how they impact others. Too many pre-recession
leaders have focused only on outer-work. That’s the skills, knowledge,
information, or know-how. Contemporary leaders must add inner work to their
skill palette to increase self-awareness. Both are needed to be a leader others
will enthusiastically give their best ideas, discretionary efforts, and great
work to in today’s world.
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