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February 2010 - Posts

The difference between bullying and tough leadership

There’s been a lot in the media this week about bullying in the workplace – particularly concerning allegations of bullying in one particular workplace.

Bullying is an abuse of power. It is intimidating, unwarranted and damaging. However, it’s worth remembering that sometimes leaders do need to be tough. A tough leadership stance is something entirely different from bullying. An effective leader needs to be tough at times. Tough doesn’t mean nasty or threatening. It simply means that leaders need the guts to make difficult decisions and to communicate these decisions clearly.

Being a tough leader is just one facet of being a ‘whole’ leader. Whole leaders use their head to set strategy, their heart to connect with the world and their guts to make tough decisions based on instinct, intuition and clear values. Whole leaders also have the guts to tell the truth, even when it is inconvenient. Guts leadership is necessary to make and communicate difficult decisions which may be unpopular. Some leaders shy away from communicating tough decisions. There is nothing more soul-destroying for employees than to hear platitudes such as ‘We’re all family’ or ‘Each and every one of you is essential to our business’ the week before a mass redundancy programme which leaders knew about but didn’t communicate. Ultimately, employees would rather hear the truth, no matter how difficult the truth may be.

As long as tough decisions are clearly communicated and explained, employees will find them easier to understand and accept. We are still experiencing economic uncertainty so tough decisions are very much a part of day-to-day working life. In an uncertain world, we want our leaders to be straightforward and real. People want to hear it straight. Employees today want authentic leaders who are open and honest, who mean what they say and live what they believe. These leaders can engage employees and inspire them to take ownership of organisational change and to build a successful future – even when what they’re saying is not always what others want to hear.

Posted: 25 Feb 2010 8:16 AM by Clare Roberts | with no comments

Filed under: leadership, tough leadership, bullying, guts leadership

What makes an outstanding leader?

A major study on leadership was published recently by The Work Foundation. The two-year study, Exceeding Expectation: the principles of outstanding leadership, provides evidence that a people-centred approach to leadership results in outstanding performance.

The study is based on over 250 interviews with leaders in major organisations including Tesco and Unilever. For me, one of the most interesting elements to emerge from the research was the difference between good leadership and outstanding leadership.

The Work Foundation found that while good leaders seek to engage employees with their vision, outstanding leaders seek to co-create vision and strategy with their teams, and communicate with a powerful sense of purpose and meaning which deeply engages others.

Good leaders understand the need for trust, respect and honesty. Outstanding leaders go beyond this. They understand their role in creating a culture of trust, respect and honesty, and the importance of maintaining this culture to drive exceptional performance.

Researchers also found that outstanding leaders manage performance holistically. They are focused on performance and they see people as the key to great performance. They are enablers and motivators who challenge and champion others. They are aware of their strengths and influence, and use these for the benefit of their organisation and its people.

In light of this research, I’d be interested to know what others think. What makes an outstanding leader? Do you agree with the findings of The Work Foundation’s research, or have you observed other aspects of outstanding leadership?

Posted: 8 Feb 2010 6:16 PM by Clare Roberts | with 1 comment(s)

Filed under: leadership, motivation, trust, performance, culture

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