So someone applies for a job with your organisation as Senior Accountant. One of the first steps in the interview and assessment process is to verify their credentials, experience and qualifications.
There are conventions and accepted processes for assessing the suitability of people for specific roles.
Yet, for some reason, organisations will often appoint a LEADER without any formal leadership training.
The most common LEADERSHIP qualification is TECHNICAL EXCELLENCE – i.e. the best mechanic makes the best FACTORY MANAGER, the best computer programmer makes the best Director of IT, the best accountant makes the best CHIEF OPERATING MANAGER.
This thinking does not make sense no matter how you look at it.
An organisation would not put their finances in the hands of an inexperienced, unqualified “accountant”.
An organisation would not put their legal affairs in the hands of an inexperienced, unqualified “lawyer”.
Yet, many organisations will put the leadership of the overall organisation in the hands of an inexperienced, untrained and unqualified leader.
Putting an inexperienced driver in a Formula 1 car does not mean he is a world class driver. Just giving someone power does not mean they can maximise the potential of that power.
One of Australia’s leading professional sporting teams decided to involve and engage players more actively in the decision making process at the Club. They decided to pull together a LEADERSHIP TEAM made up of the best players and most senior players in the club.
The LEADERSHIP TEAM was initially asked to make decisions about social programs, the colour of the team formal suit and the team song.
The Board then decided to empower the LEADERSHIP TEAM to make decisions about selection, discipline, team culture and performance issues.
The club had one of their worst ever seasons – a season littered with controversy and conflict – and one which ended with the sacking of the coach and two senior players.
As one of the players said later, “I couldn’t believe it. I had to spend ten years learning how to kick, pass and play to become a professional player. But no one ever showed me how to lead – yet here I was making important decisions about a multi-million dollar organisation”.
THREE IMPORTANT LEADERSHIP LESSONS
1. LEARNING TO LEAD: Passion, Perseverance and Productivity
Leaders are not born – any more than accountants, lawyers, Formula 1 drivers, half backs, golfers or swimmers are born.
Leaders are a product of PASSION, PERSERVERANCE and PRODUCTIVITY – that is they love what they do, they work hard at doing it and importantly – they are productive – they actually make decisions and do things (as opposed to just talking about them). Henry Ford is supposed to have said “You can’t build a reputation on what you’re going to do”: leading means doing.
2. THERE IS NO ONE LEADERSHIP MODEL – do it your own way
Leadership is not about copying Churchill or Kennedy or Martin Luther King or Mother Teresa. Whilst these people were great leaders – one of the crucial elements in their leadership was their UNIQUENESS.
First decide WHO YOU ARE, then develop leadership abilities and skills which are a reflection of who you are. Greatness is unique – lead by being who you are: leading means being yourself.
3. LEADERSHIP IS POWERED BY VALUES
Great leaders are quality human beings. They embrace core human values like integrity, honesty, sincerity, humility, courage, discipline and generosity.
Values are the building blocks of leadership. They underpin the decision making process and are the substance behind important leadership roles: leadership means living a values based existence.
We work with people, teams and organisations to develop sustainable performance improvement through our unique, individualised performance enhancement process.
Experience the MOREGOLD difference.
Wayne Goldsmith