Lessons On Leadership With The Help Of Mark Shead, Jim Kouzes and Barry Posner

As a coach of leadership and management, I am constantly reading articles on the subject. I enjoy seeing other people’s perspective on great leadership. Not only does it help me with my own personal development, it also gives more range to my ability to manage those I am coaching.

I have recently read an article written by Mark Shead and enjoyed the perspective he presented on the traits of leadership. Shead referenced The Leadership Challenge, written by Jim Kouzes and Barry Posner. Posner and Kouzes are responsible for compiling over 30 years of original research and data from over 3 million leaders. In the book, these best-selling authors established a leadership development program that compiles the five leadership traits/qualities to which Shead references.

1. Honest

2. Forward – Looking

3. Competent

4. Inspiring

5. Intelligent

In the book, the authors emphasize that your skill at demonstrating these five leadership qualities strongly relates to the desire people will have to follow you.

Shead goes on to say that just avoiding the opposite of these traits is not good enough. It isn’t enough to just avoid dishonesty or to avoid saying something unintelligent or uninspiring. They say the challenge goes further than that into actively demonstrating all five characteristics.

I wanted to break these five traits down individually.

Honesty

What I find most enlightening is his emphasis on the point that it isn’t good enough to assume people think you are honest. I suppose it is easy to think the “innocent until proven guilty” method applies beyond the lengths of our legal system. According to Shead, a track record of scandal from previous leaders in several industries over the past years has left people skeptical of following just anyone. He advises that one should go into a leadership position believing that people will automatically think you are a little dishonest and that it is your job on a daily basis to prove your honesty. It is not enough to think people will just assume you are honest because they have never seen you lie.

I think this is a great perspective to take when entering a leadership position.

There are several effects that occur when a leader takes this proactive approach of believing it is their position to prove they are honest. After all, leadership is about leading the way, creating a vision and setting the tone, not just floating by and hoping people just know you will lead them in the right direction.

This approach to proving honesty pulls an organization together much faster. It affects the trust, the productivity, and the entire culture of the organization.

Trust Among The Team –

I coach people to create a track record of honesty; to create a history of accountability where, even to the smallest degree, people can count on the fact that you will do what you say you will do even, and possibly most importantly, when the task does not involve those you are coaching. For example, if you say you are going to mail something today, make it a point to mail the item, especially if it is inconvenient. People like to see that they can count on your word even if there are obstacles.

Since this habit demonstrates that people can trust your word, they are much more likely to trust your coaching.

Productivity of Your Organization -

As far as productivity, creating a habit of accountability where you do what you say, you win the battle against procrastination. Things get done when they are expected. People you are coaching will most likely follow the same track record of accountability and become more productive individuals as well.

Culture Of Discipline –

As far as culture, Shead makes a point to address this as well. As Shead points out, this concept of making a point to prove your honesty is even more crucial when it comes to making mistakes. One of the greatest ways to display honesty is in admitting when things are not working and when a leader admits they themselves have made a mistake. Mistakes are a part of taking risks which is a part of being innovative and growing. Therefore, it is inevitable that all great leaders will make their fair share of mistakes and bad decisions.

Owning up to these bad decisions can change the entire culture of an organization. It proves to the people you coach that mistakes are okay. The honesty about their leader making a mistake, allows them to feel free to take the risks they need to take in their positions without fear that honest mistakes will be punished.

It is an interesting dynamic when people in an organization see that mistakes can be openly spoken about. The honesty demonstrated by the leader opens to a culture of discipline where the others in the organization can admit their mistakes and get proper coaching instead of trying to cover them up. This eliminates unnecessary delay between problems that occur and solutions that keep an organization progressing towards their goals.

To summarize, taking this proactive approach to leadership has proven to improve the overall effect of your leadership and in turn the results of your organization.