At People Based Solutions we believe there is no one right
way to lead.
Leaders must adapt to the circumstances they find themselves
in, and identify ways to inspire and motivate others. In our view there is a limit to what leaders
can “demand”. Money and job security may
achieve perfunctory commitment, only engaged people have consummate
commitment. This cannot be bought it can
only be inspired. Consummate commitment
creates discretionary effort, which in our view is the true value added of
leadership.
At People Based Solutions we offer a Leadership Development
Programme “The Adaptable Leader”. This programme aims to help leaders develop
their emotional and social intelligence.
We have concluded that “Adaptable Leaders “exhibit 6 key characteristics.
These are:
1.
They choose behaviours that are appropriate to
the circumstances
2.
They appreciate that not everyone sees the world
as they do
3.
They are aware that their strengths have the
potential to become weaknesses
4.
They deal with conflict and disagreement
productively
5.
When tackling poor performance, they focus on
what people do, not who they are
6.
In negotiations, they seek solutions rather than
defend positions.
1. Choosing appropriate behaviour for the
situation they encounter.
A key feature of Adaptable Leaders is the ability to
“borrow” behaviours. They appreciate
that there are some behaviours that come more naturally than others. Some may find that being directive and
assertive comes much more easily than, say, being persuasive and showing
empathy. However, those individuals with a forceful
and assertive character have the capacity to “borrow” persuasive and empathetic
behaviours if the adoption of these behaviours helps them achieve their
aim.
For example they have
a deadline to meet, they appreciate force and instruction won’t get the job
done, however, persuasion might be a way forward to achieve their goal. In these circumstances, Adaptable Leaders will
borrow some persuasive behaviours such as explaining why the job needs to be
done and outlining the benefits of completing the job on time.
2. Appreciating that not everybody sees the
world the way they do.
Adaptable Leaders understand that the way they see the world
is influenced by their values and beliefs.
They may value swift and decisive action, but they will appreciate that
others may value rigour and analysis, or equity and fairness.
While everyone involved may be aiming for a common goal,
individuals may approach the achievement of that goal differently. Those who
value swift and decisive action may prefer to deal with issues quickly and make
swift decisions. This approach could be
seen by those who value rigour and analysis as impulsive and headstrong, or by
those who value equity and fairness as selfish.
Adaptable Leaders
understand that one can see behaviour, but not intentions. They don’t assume that their way is the
“right way” and any other way is the “wrong way”.
For example, a detail
conscious approach to a task which has been useful and appropriate in the past,
could, if used inappropriately, be perceived as “nit-picking”.
4. They respond to conflict appropriately and
productively.
Adaptable Leaders appreciate that people go in to conflict about things they care about. They understand this, and that when in conflict, people try to restore the situation to one that is consistent with their values and beliefs.
Adaptable Leaders grasp that how people behave in conflict
can be quite different, but that an individual’s response to conflict can often
be predicted.
5. When dealing with performance issues, they
focus on what people have done not who they are.
They give corrective feedback factually and objectively, for
example: “This is the 3rd
time in a month you’ve been late submitting your paperwork… You are required to
submit all associated paperwork within 2 working days of completing the
assignment…”
They don’t make personal criticisms, for example: making
statements such as “You’re so lazy…”or “you just don’t care about this company
or its procedures…”
When Adaptable Leaders give corrective feedback, it is given respectfully, encouraging those getting the feedback to think about how they are behaving. Adaptable Leaders don’t afford those receiving the feedback the opportunity to discount it by focusing on the manner in which it was delivered.
6. When negotiating they seek solutions rather
than defend positions.
There is a famous story of two men quarrelling in a library.
One wants the window open and the other
wants it closed (their positions). They
bicker back and forth about how much to leave it open: a crack, halfway, three
quarters of the way no solution satisfies them both. The librarian asks one why he wants the window
open: “to get some fresh air” (his interest) and asks the other why he wants it
closed: “to avoid the draft”. After
thinking she opens a wide window in the next room, bringing in fresh air
without a draft (win-win).
Adaptable Leaders always seek a win-win outcome. In a
negotiation they focus on both their needs and the needs of the other
party. They consider what it is they
really want, and identify the need that will be satisfied if the negotiation is
concluded satisfactorily.
They avoid locking themselves in to a position and arguing
for it. Once this process starts,
people can lock themselves in. They
appreciate that when people take a position, it becomes harder to change, and the
objective shifts from trying to resolve a problem to trying to win an argument
They know it doesn’t
have to be a choice between getting the result they want and maintaining the relationship
This article has been posted by Sean McCann, the Managing Director of People Based Solutions
an HR consultancy specialising in Leadership Development. If
you would like to know more about the Adaptable Leader Programme, either public
courses or in house for your organisation contact us at:
enquiries@peoplebasedsolutions.com
