September 6, 2011
Meaning: Leadership is leadership is leadership. Or is it? Just because Steve Jobs has been a high-impact leader for Apple does not mean he would have been a fabulous leader for Google. Just because a female colleague has demonstrated the ability to lead an operation through a significant change process does not mean she will be the right leader for seizing market share. When selecting leaders, context matters. It also matters when making a choice about how you want to lead in a particular circumstance or for a specific individual. For example, I hope your approach with, say, the Italian sales team is different than the approach you would use with your Chinese suppliers. Try thinking about context and you’ll be able to apply the right touch.
Ideas for Action: First, strive to understand the context and nuances of your organization by thinking carefully about the personality and goals of different parts of the organization. This includes paying attention to cultural and language differences and learning about what is accepted or respected. Even different parts of the same organization in the same geographic region can have different cultures. This is especially true in a conglomerate.
Second, get to know your colleagues as people and what matters to them. Observe their styles and think about how you might best adapt to them or work with them. In some respects this is the heart of the concept of emotional intelligence (EQ). If I know myself well, and understand others, I will be much more able to increase engagement and participation. Conversely, research shows that a primary reason leaders derail is a lack of interpersonal effectiveness.
Leaders adept at managing multiple types of employees are adroit listeners and effective communicators. They listen more than they speak, and skillfully expand the dialogue by asking great questions. When it’s time to talk, these leaders can adapt their communication (and interpersonal style) to a variety of audiences and situations, ensuring their ideas are clear and actionable.
Many individuals we have worked with have found it helpful to use the work of Paul Hersey and Ken Blanchard on the topic of situational leadership. Their work espouses that effective leadership is task-specific, and that leaders need to adapt their style to the readiness level and experience of the individual or group they’re seeking to influence. It makes great sense and their works provides a framework for action.
In the end, the best leaders are not those who impose their “style” on others expecting them to adapt. Rather, the best are those who work hard to choose a style that fits the context, the situation and the people. Every day you have a chance to make a choice; make the most of it!
Best regards,
Sandra Davis, CEO