Effective Leadership Principles.

This is a 5 part course based on the following leadership definition:

"Any individual who strives to embody and personify the vision and values of the institution, in a manner that inspires, challenges and encourages others to follow suit, while enhancing the experiences of their peers."

1. - Any individual: we all possess leadership capacity - we start with knowing ourselves as we ought to l Self awareness

2. - Striving: this is a journey to better where we value effort over perfection l Growth mindset

3. - Vision & values: the address that we are leading people towards l Clarity & inspiration

4. - I-C-E leadership: how do we inspire, challenge and encourage others? l Leadership as a verb

5. - Enhancing experiences: how do we create a greenhouse like environment for people to thrive within? l Greenhouse

The effectiveness of this course lies in your desire to delve deeply into the content. To wrestle with the principles and to make them come alive within your context. This course is part academic but mainly practical. Please seek to learn, apply, re-learn and repeat.

Enjoy this journey of laying a solid leadership foundation that will help you maximise and then realise your leadership potential.

Effective leader l Part 1 l Any individual

Fable
Two Travellers, walking in the noonday sun, sought the shade of a wide spreading tree to rest. As they lay looking up among the pleasant leaves, they saw that it was a Plane Tree.
“How useless is the Plane!” said one of them. “It bears no fruit whatsoever, and only serves to litter the ground with leaves.”
“Ungrateful creatures!” said a voice from the Plane Tree. “You lie here in my cooling shade, and yet you say I am useless! Thus ungratefully, O Jupiter, do men receive their blessings!”

Topic Review
The ability to perform one’s role competently and then possess the capacity to assist others with their role is a sign of leadership potential. This statement implies a need for us to first aim to know and become comfortable with ourselves before we can appropriately influence others.

Knowing ourselves as we ought to helps us in the following three ways:

We identify our strengths and maximise those to help us capitalise on opportunities within our journey.
We discover our work-ons, not weaknesses, to help us avoid threats linked to those work-ons, if they are left unattended.
We realise that we have ‘blind spots’. These are work-ons that we may not be aware of, with which others can assist us to manage them more effectively.

It is from this degree of desired self-awareness that we can make use of our flair and flaws as well as our character and chaos to influence the lives of those around us.

We will have character and personality flaws, we will however, together, fight with everything in us to work through those flaws while dealing kindly and not harshly with ourselves. The world is tough enough without us being too hard on ourselves as well.

Finally, we are called to continuous growth because we are nowhere near to the finished product; this keeps us humble, makes us relatable and human.

Quotes
“Heal yourself first before you heal others.” – African proverb
“One of the lessons that I grew up with was to always stay true to yourself and never let what somebody else says distract you from your goals.” – Michelle Obama
“Knowing yourself is the beginning of all wisdom.” – Aristotle, famous Greek philosopher (384–322 BC)
“Self-awareness gives you the capacity to learn from your mistakes as well as your successes. It enables you to keep growing” – Lawrence Bossidy, American author and retired businessman
“Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power” – Laozi, ancient Chinese philosopher and writer

Discussion – this is where the transformation occurs. Putting it all into action.
Which quote above are you likely to take with you and why?
Have you had a personality assessment or anything related to it? If not, please consider taking one.
What (in your view) are your top 3 strengths and how can you maximise those?
Are you aware of your work ons? What are you doing about those?
Ask someone you trust to help you identify your blind spots. Could they help point them out to you as you journey together?

Resources

1. Know your preferences through a test of this nature.

2. Conduct a personal SWOT analysis. Maximise your strengths. Minimise your work-ons. Plan around your blindspots.

Reflection, expression & personal application – jot down your thoughts, takeaways and action plans…

Effective leader l Part 2 l Striving

Fable
One afternoon a fox was walking through the forest and spotted a bunch of grapes hanging from over a lofty branch.
“Just the thing to quench my thirst,” quoth he.
Taking a few steps back, the fox jumped and just missed the hanging grapes. Again the fox took a few paces back and tried to reach them but still failed.
Finally, giving up, the fox turned up his nose and said, “They’re probably sour anyway,” and proceeded to walk away.

Topic Review
Strive means to make an effort to accomplish an end. Our end is to become the best possible versions of ourselves and then to assist others to do the same.
Along this journey we will be challenged to grow in certain areas and growth is not a smooth process. It is often a tough, challenging, frustrating yet rewarding journey. The key for us is to keep on keeping on until we have found the correct approach or applied the right amount of effort to make things happen. Right effort and/or right approach is our key.
Quitting is never an option…we rather say, “not yet.”

Quotes
“No matter how full the river, it still wants to grow.” African Proverb
“By crawling a child learns to stand.”- African Proverb
“Most of the important things in the world have been accomplished by people who have kept on trying when there seemed no hope at all” – Dale Carnegie, writer and lecturer, developer of courses in areas such as self-improvement & salesmanship.
“Growth mindset is all about effort. It’s the hallmark of a fixed mindset to expect things to be easy. Success demands working hard, learning from failure and refining your performance as you walk that road” – Dr. Carol Dweck, psychologist
“A growth mindset acknowledges that success doesn’t come easily, it takes time, effort and grit. When you feel like giving up and you need a little extra oomph these inspirational growth mindset quotes will help you to keep going” – Dr. Carol Dweck, psychologist

Discussion – this is where the transformation occurs. Putting it all into action.
What is your understanding of a growth and fixed mindset?
In which areas of your life do you have a fixed mindset and how can you change that?
When last did you take on a new challenge? Consider taking one on, to help build your growth mindset.
Can you think of scenarios in your life where it would be impactful for you to adopt a growth mindset?

Resources

1. Growth mindset introduction.

2. Dr. Carol Dweck founder of growth & fixed mindset. Every leader needs this mindset.

Reflection, expression & personal application – jot down your thoughts, takeaways and action plans...

Effective leader l Part 3 l Vision & values – the heartbeat

Fable

A father had a family of sons who were perpetually quarrelling among themselves. When he failed to heal their disputes by his exhortations, he determined to give them a practical illustration of the evils of disunion; and for this purpose he one day told them to bring him a bundle of sticks.

When they had done so, he placed the bundle into the hands of each of them in succession, and ordered them to break it into pieces. They tried with all their strength, and were not able to do it.

He next opened the bundle, took the sticks separately, one by one, and again put them into his sons’ hands, upon which they broke them easily.

He then addressed them in these words: “My sons, if you are of one mind, and unite to assist each other, you will be as this bundle, uninjured by all the attempts of your enemies; but if you are divided among yourselves, you will be broken as easily as these sticks.”

Topic Review

What is a vision: in simple terms, it is the address to which we are heading. The more accurate the address the more inviting the vision. We can head towards Durban. Or we can head to No. 21 Broadway, Durban North, Durban. People love clear direction.

Clarity produces intensity. What I mean is, the more clear people are about where they are being led and how they will get to that destination, the more aggressively they can pursue the course of action.

The organisation’s vision and values are the heartbeat of our mission. We are the custodian of that vision by conducting ourselves as those who embody the values that we are called to live by in order to attain and sustain the vision.

As the heart pumps blood throughout the human body to sustain it, in the same way, the vision and values act as life giving blood and oxygen to the organisation.

Failure to sustain these two elements is detrimental, however, successfully living out and driving these elements creates endless potential for us as individuals and the institution that we proudly represent.

Quotes

“The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.” – Reverend Theodore Hesburgh, president of the University of Notre Dame

“It’s not hard to make decisions when you know what your values are.” – Roy Disney, co-founder of The Walt Disney Company

“A highly developed value system is like a compass. It serves as a guide to point you in the right direction when you are lost.” – Idowu Koyenikan, internationally acclaimed organizational consultant and author

“Find people who share your values, and you’ll conquer the world together.” – John Ratzenberger, actor, voice actor, director, producer, writer and entrepreneur.

Discussion – this is where the transformation occurs. Putting it all into action.

Which is the greatest vision that you have been asked to follow? Why did you follow it so passionately?

What is the vision for your current mission? Can you link that vision to the organisational vision?

Rate your vision on a scale of 1-5; with 5 out of 5 being highly inspiring and 1 out of 5 being not inspirational.

How would you define ‘values’ and what impact do values have on your vision?

If you don’t currently have a compelling vision – let’s create one. As well as the values that sustain that vision.

Resources

Create or co-create vision. Vision is the address that we are headed to.

Reflection, expression & personal application – jot down your thoughts, takeaways and action plans...

Effective leader l Part 4 l ICE Leadership

Fable
Once when a Lion was asleep, a little Mouse began running up and down upon him; this soon wakened the Lion, who placed his huge paw upon him, and opened his big jaws to swallow him
“Pardon, O King,” cried the little Mouse, “forgive me this time, I shall never forget it. Who knows but I may be able to do you a turn some of these days?
The Lion was so tickled at the idea of the Mouse being able to help him, that he lifted up his paw and let him go.
Sometime hunters who desired to carry him alive to the King, tied him to a tree while they went in search of a wagon to carry him on.
Just then the little Mouse happened to pass by, and seeing the sad plight in which the Lion was, went up to him and soon gnawed away the ropes that bound the King of the Beasts.
“Was I not right?” said the little Mouse.

Topic Review

Leadership is not a popularity contest, it is not about being liked, it is about saying and doing the right thing in relation to the mission’s vision and values, especially when it comes at a cost.

ICE leadership is the daily and practical application of leadership. A leader can consistently ask themselves the following:

• When last did I INSPIRE the people I am leading, in thought, word or deed? Here you can look to your strengths as a source of providing inspiration.
• Am I courageous enough to have the tough conversations with those who need to be CHALLENGED? Those not living out our values? Do I know how to conduct a tough conversation?
• Do I take time to step back and observe to see which people under my leadership influence are putting in effort to live out our values? Do I celebrate and ENCOURAGE them? Do they feel seen & valued?

Tough conversation tip:

There is a link between Part 1 about knowing our strengths, work-ons and blind spots and the way we live out our ICE leadership. The more real our approach to leadership, the more likely those we lead will feel connected to us, the more effective our overall impact. People can tell when we are authentic and when we are not. Be real. Be yourself. Be incredibly vulnerable and real.

As a rugby coach, I have often had to say to players, I don’t know the answer. What do you think? You are on the field. What do you think is the best solution? I believe interactions like these make players feel that they can trust a coach. That the coach is human and relatable. The same is possible in your context.

Quotes

“A leader is one who knows the way, goes the way, and shows the way.” – John Maxwell, author, speaker, and pastor

“My own definition of leadership is this: The capacity and the will to rally men and women to a common purpose and the character which inspires confidence.” – General Montgomery, senior British Army officer who served in the First World War, the Irish War of Independence and the Second World War

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams, served as the sixth president of the United States, from 1825 to 1829

Discussion

Which of your strengths can you rely on to help you inspire people?

What keeps you from having courageous conversations? What can you do about that?

Do you delegate enough to be able to step back and see the whole picture? To encourage those who need it.

Does this section provide you with practical leadership check points? How will you track those check points?

Which comes easier to you; inspiring, challenging or encouraging? Can you use that model to help you get better at the other one or two areas?

Resources

ICE Leadership. Inspire. Challenge. Encourage.

1. Look how inspirational actions change behaviour.

2. Principles for challenging conversation. leadership takes courage. The alternative is to 'ignore' the matter and that never ends well. Be equipped for the conversation. Prepare well. Be courageous.

3. High quality connections create social capital for ICE leadership.

Reflection, expression & personal application – jot down your thoughts, takeaways and action plans...

Effective leader l Part 5 l Connections to sustain our community

Fable

One day a countryman going to the nest of his goose found there an egg all yellow and glittering. When he took it up it was as heavy as lead and he was going to throw it away, because he thought a trick had been played on him. But he took it home on second thoughts, and soon found that it was an egg of pure gold.

Every morning the same thing occurred, and he grew rich by selling his eggs. As he grew rich he grew greedy; and thinking to get at once all the gold the goose could give, he killed it and opened it only to find nothing.

Topic Review

Ways to create a connected environment

We must seek to bond before we build. Connections are what sustains the community that we lead and what keep us in sync with those we lead. These connections sometimes occur by virtue of relational interaction and personality matches. However, in my experience, connections require work, they require consistent and intentional effort to cultivate. One way to build strong connection is to create a worthwhile common cause, around which the group can rally.

Here are practical ways to build a connected environment, through leading in a manner that reflects your authentic self:

1. Identity confirmation – get clarity and conviction on:
Who are you at the core of your being; away from the title & position? Related to Part 1.
What do you stand for?
Which principles do you live and die by? Relate to Part 3.
Strong identity sets good boundaries – it becomes easy to know who you can or can’t journey with. You can identify who can further ignite your strengths and cover your ‘work ons’. You can build a team around the confirmation of these truths.

2. Purpose affirmation – lead us towards a distinct ‘true north’:
Why do I do what I do – beyond the bottom line?
What mark do I want to leave on the world?
This leadership journey is not always rosey, it can become challenging and in those times, purpose is more powerful than motivation. Purpose is personal, and therefore more effective than motivation which can be transient.

3. Clarity on plans and processes:
Now we know who we are and why we do what we do. Here we ask, how do we do what we do?
What is our custom? Who do we do things here? Therefore, which behaviours are acceptable and rewarded and which are unacceptable and addressed?

Answers to those questions are what leads to true behavioural and then ultimately cultural, team or organisational change.

Lastly, we must seek to create an environment in which they sense they are valued. People won’t always remember what we taught them but they will always remember how our leadership influence made them feel.

Quotes

“If you would not be forgotten, as soon as you are dead and rotten, either write things worth reading, or do things worth the writing.” – Benjamin Franklin, one of the Founding Fathers of the United States

“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without folly.” – Jim Rohn, American entrepreneur, author and motivational speaker

Discussion

• Have you connected meaningfully in a leadership relationship? What caused this connection? Are you able to replicate those principles?

• Can you think of ways to help you build connection within your group?

• Can you find ways to publicly reward behaviours that sustain your community?

• What is the one thing that you can do that can help build connection within your group immediately?

• Can you build a small team of ‘connectors’ to help you create a healthy (good balance of challenge, support and reward) environment?

Resources

As this farmer does everything possible to help the corn grow optimally, so are we called to create an environment within which all those entrusted to us can optimise their abilities.

Reflection, expression & personal application – jot down your thoughts, takeaways and action plans...

Our next course will be on:

High-performance matrix: frame, diagnose and enhance performance

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