by Astrid Davies | 23 Mar 2023 | Diversity of Thought, Leadership Matters
These days, “values” are everything in business. Or at least that is what we are told. The way forward is to be a “purpose-driven business”. It’s all about how much we love to do what we do and how much we convey that to our customers, so they love us more. When your values align with your customers’, that’s when the magic happens.
Or so we’re told.
I run an ethical business. I pride myself on my values being at the core of every single thing I do in my business. In truth, I am probably rather smug about this. It’s the right way to be, after all … isn’t it?
So, imagine my surprise when one of my social media channels was followed by a membership organisation which chooses to feature controversial free-market libertarian thinking (which is different from my personal value and belief systems).
What does this say about “values”?
“Each to their own” you are probably thinking. Or, more bluntly, “Get over yourself”. Either or both is true. However, I was surprised because my feed is pretty transparent on how my values manifest. For example, I do not hide my opposition to continuous and remorseless depletion of natural resources at a global scale. I am also pretty clear that I oppose corruption in public office at the local, national or again global level in any and all forms. While neither of these is inextricably linked to free-market ideology, sadly at least in the Global North there is often a strong intersect. This is regrettable and not part of the ideology, but it does co-incide with the implementation of the ideology and those related to it.
Now, where does this leave me? Confused, is where. The membership organisation is a slick operation, with great imagery and branding, a focus on smart venues and a comfortable lifestyle, inspired by brilliant minds and inspiring huge commercial success. Who wouldn’t be pleased – even a tiny bit – that such a glossy organisation has chosen to follow a company which is, quite purposefully, anything but. There must be something which is hitting home in my messaging and content.
On the other hand, however, I was dismayed that my messaging and content might have been so unclear that an organisation fostering views very different from my own – and in many ways opposite to my own – should consider me a membership target. What was the message that I was putting out ?
Wait a minute …
Let’s be real for a moment. They probably looked up #leadership and followed every account that appeared on the search. It is highly unlikely that I was singled out in any way at all (“Get over yourself” is winning here, isn’t it?!). So, does that make it all OK? I don’t now have to worry?
Not exactly. There is still something very unsettling for me about being followed by any membership organisation. It makes me feel as if I trigger a “fresh meat” response in such outfits. And that is an uncomfortable place for me to be. It takes me out of my comfort zone of content provider and into the domain of the predatory social media hunter-organisations. This is somewhere that I don’t want to be, because it doesn’t really fit with my value systems. My values centre around integrity. It’s clear that such organisations don’t act with integrity. Or is it?
Operating with a value system is a brilliant starting point. Operating with a value system which focuses on doing the right thing, for the right reasons, sounds great. It is, however, full of judgementalism and, again, smugness. I would argue, therefore, that a value system alone is not helpful, because it leads us into unwelcome territory – a divisive “Us Vs Them” mindset. “We” are doing things “right” (whatever that means to individuals – the “each to their own” argument again). Whereas “they” are doing things “wrong” according to our judgements. Our judgements will be based on myriad components, but upbringing and learned behaviour, aspiration and, yes, values, will all feature.
“Values-based” – what does this mean to you?
So the next time you describe your organisation as “values-based” or “purpose-driven”, maybe review the language you use. What judgements does that imply? To what extent are you putting yourself above others, in a fit of judgemental self-righteousness? How else could you communicate your values, without them sounding like a shopping list of marketing-speak?
I for one will be reviewing how I describe my company and our work. It is so important, when working in the leadership space, to avoid taking a particular stance which opposes that of your client.
If we work on the neuroscience presupposition that everyone acts with positive intentions, we MUST believe that others’ values are as valid as our own. The role of anyone in leadership is to enable our teams to do the best they can. Sometimes that may involve uncomfortable discussions, where our personal value systems may not align with those of our clients. It is then that we have to understand our own values. It is up to us to decide whether the mis-alignment is tolerable or intolerable. If it is intolerable, we must continue to behave toward our clients in line with our own values, as well as keeping firmly within professional ethical boundaries. Authenticity is not an excuse for poor behaviour.
I will be considering this as part of reviewing my company during 2023. I intend to report back in some form. If this has raised some issues for you, I would be very happy to discuss them. Perhaps we can share experiences and use our shared perspectives to inform both of our organisations. What would you do in my shoes? Please get in touch and let me know.
Photo by Walls.io on Unsplash
by Astrid Davies | 17 Mar 2023 | Leadership Matters, Profiling
Perfectionism is a common trait among leaders. It’s the near-uncontrollable drive to achieve excellence in everything we do. However, when taken to the extreme, perfectionism can become a real problem, rather than an asset. In fact, it can wreck careers, relationships and even lives. The poor head teacher who took her own life earlier this year in response to what appears a partial and ill-expressed Ofsted review of her school is a tragic example of how perfectionism can really damage us.
In January 2023 I led two workshops on this topic at the Academy of Women’s Leadership conference in London. To be honest, I chose the topic because many of my clients struggle with perfectionism – and so do I!
“Hello, my name is Astrid, I am 57 and I am a recovering workaholic perfectionist”.
I get the challenges. I really do.
We were able to have a great discussion in both sessions, where I shared some simple hints and hacks to shift the perfectionist mindset and allow in a little self-tolerance, or “self-tenderness” as one of my lovely audience termed it. I love that!
To explain a little about this, I thought I would share three simple ways to tackle perfectionism and find ways you can accept things being OK as a leader. Here they are (but remember, they are just the tip of the iceberg):
- Recognize that perfection is unattainable. The first step in overcoming perfectionism is to recognize that it’s an unrealistic goal. You’re not a unicorn. No one is perfect. In fact, constant striving for perfection leads to stress and burnout. Instead of aiming for perfection, focus on doing your best and being proud of what you achieve. It will be enough.
- Set realistic standards. We perfectionists often set impossibly high standards for ourselves. That often means we set them for others too. In turn, this can lead to frustration and disappointment when those standards aren’t met. Instead of setting unattainable goals, set realistic standards that challenge you but are still achievable.
- Learn to let go. As you probably recognise, perfectionists often have a hard time letting go. Undeniably, ceding control and delegating tasks to others is a challenge. Nevertheless, as a leader it’s important to trust your team and delegate responsibilities. This not only helps you avoid burnout but also empowers your team members to grow and develop their skills.
So, we can see there are actually some pretty simple ways to find balance as leaders and avoid the pitfalls of perfectionism. By recognizing that perfection is actually unattainable, setting realistic standards, and learning to let go, you can achieve success while maintaining your well-being. No-one will think less of you if you let them know you’re not a unicorn after all.
Remember: your idea of OK is most other people’s idea of perfection. OK really is OK.
If this has struck a chord with you and you would like to know more about my work in this area, please get in touch and let’s have a chat about how I could help you and your team.
Image courtesy of Unsplash.
by Astrid Davies | 26 Oct 2022 | Leadership Matters
One of my clients was chatting with me the other day. “Being a CFO (Chief Financial Officer) is THE loneliest place”. It got me thinking.
Being part of The Top Team is lonely?
Leading a crack team of accountants, risk analysts and project managers is lonely?
How can that be?
What makes your place the loneliest place?
It is about how you perceive your role. Specifically, it’s about how you feel while you are performing your role. It’s how you feel about how you do what you do.
And there’s the rub. When you are the leaders of change in organisations, that puts you out there on a limb in some way or another. You are the people who are “doing” change to people. This is true even in the dire economic circumstances of the current time. You’re responsible for altering the fine balance of the status quo – and that means people will have to get used to new ways of doing things AS WELL AS just doing the do, every day. They don’t see the financial implications of what is happening out there in the economy. That means they don’t understand why you have to do the things you do. This means your actions are setting you apart from the rest.
And THAT’s why it’s lonely.
No-one but you is responsible for the outcomes the change will bring about.
No-one can possibly understand what it is like to have to push improvements through your organisation, to make it sustainable.
Everyone expects you to be a miracle-worker with the finances.
How can you change this?
You may be able to change situations and even your entire organisation’s financial systems and approaches. In fact, you’re probably having to do that while you’re also scrolling and came across this blog in your feed!
However, what you can’t change is people’s innate responses to change.
What you CAN do, is show them the benefits and help them to change their way of thinking. Actually, that’s the most important thing you can change – how your people understand your thinking and reasons for doing what you need to do, the way you need to do it.
As a matter of fact, that’s not entirely true.
Not only is it important to help others change their thinking, but it is also important to check in with your own. The most important thing you may need to change is HOW you do what you do. Even if the financial changes are crucial to your organisation’s survival, you can’t be overly directive and curt with your colleagues. You still will need to win them round. There’s lots of persuasion ahead for you on this change path. The key is to be self-aware, open and transparent. Do what you say you will do. Explain patiently to your people why you are doing it. And be ready to explain it again. And again.
Certainly, it’s important to build advocacy for your changes, so that people can change their minds without losing face. Everyone needs a way out from any corner, into which their reservations had boxed them.
How does this stop this being the loneliest place?
- If you have supporters, you’re not alone
- If you have people who really understand your “why?”, you’re not alone.
- And if there’s a group of people sharing your urgency for change, you can’t be alone because there’s pressure building for change from a variety of angles.
These alliances and relationships may not be easy to manage. No-one’s pretending that organisational change is simple! Nevertheless, focusing on your people skills and building alliances and alignments will be crucial to you not feeling too alone in your role. And that’s got to be change you can buy into.
This situation may have rung some bells for you. Is it a familiar landscape? Maybe you’ve given this approach a try and it worked, but you feel there was something missing still? If that’s the case, please get in touch and let’s have a chat. I can probably help with that.
Image credit: Matthew Henry via Unsplash
by Astrid Davies | 21 Oct 2022 | Diversity of Thought, Leadership Matters, Sustainability
As I write this, the UK is in the throws of a political maelstrom. Our ruling administration is a minority Government. It has been pursuing an ideological agenda so extreme it has prompted economic crises, the like of which we have not seen in decades. The leaders we need are not the ones we have. And that is not me making a political point. My evidence comes from the international money markets, the Financial Times, the Economist and even “the Leader of the Free World” commenting in recent days.
It is difficult for all concerned. A new Prime Minister who had to cope with the death of not only the monarch, but a living legend who had become the longest (and many would say, most skilled) monarch in history. This robbed an inexperienced leader of a crucial advisor and nurturing “boss”. This new Prime Minister was in post having been voted for by allegedly only 0.12% of the UK population. That is hardly a mandate for change. And yet she took the opportunity to introduce sweeping economic reform against the advice of many experts. The result? She is out of the post within the month. A chaotic display. Not only difficult for her, but also for the UK Government – and those of the principalities too.
The leaders EVERYBODY needed
To be clear, it has been hardest for those affected by the proposed cuts. For example, those on low incomes, receiving inflation-affected benefits. Also, those unable to afford increasing fuel bills, due to the UK’s reliance on insecure and expensive foreign gas, coal and oil rather than investing in renewables which could yield so many benefits for the economy and for the environment. Certainly small businesses will find rising costs price them out of the market unless they trim their margins to near-pointless levels. The industries already struggling to bounce back after covid’s worst impact will find it particularly hard. Everyone except those part of Government’s small cabal of ideologues at the heart of the changes worried that the impact would be potentially devastating. Not only that, but devastating for perhaps millions of people.
And yet. And yet she pursued her path of choice. Was it leadership, sticking to her inspired vision? Was it leadership, demonstrating strength and determination? Or was it simply hubris?
Leadership and Lemmings
In fact, the ultimate cause of the resignation of the Prime Minister was a fundamental failure of leadership: a lack of trust. She lost the trust of the voting public, shown in a poor poll showing in opinion polls. She also lost the trust of the ruling party because of the chaos of “the mini-budget that wasn’t” and all the subsequent humiliating U-turns. Not only that, but the pursuit of personal ideology over party loyalty and centuries of tradition cost the support of the Party faithful within Parliament. In addition, there had been a complete failure to woo and listen to the key parts of the UK community normally stalwart in their loyalty to the Party, the business sector.
The leadership that was needed, was not in evidence. Instead, there was much defiance. She introduced repair measures only grudgingly when it was clear support was waning by the minute. What could have looked like strong leadership to some, now looked like weakness, to all. And none of it looked like leadership. Rather than leading her party to victory, it looked and felt (according to back bench MPs) that she was leading them over a cliff to their electoral doom. One MP actually likened them to lemmings.
The leaders we need
Now that there is to be yet another new Prime Minister in the UK , we need to look at we need from the new candidates:
- First, they need to understand that leadership is not a position, but it is a process, based on trust which has to be earned.
- Next, they need to understand voters elect them deliver against promises. They need to keep those promises.
- Thirdly, they need to remember that their leadership decisions affect the WHOLE country, not simply a small cabal of the rich and privileged few. And actually this really does matter; it is cheaper to empower people to work than to spend millions cracking down on perceived benefit fraud. Now is an excellent time to remember the Victorian and Edwardian philanthropists, who saw it as their moral duty to help those less fortunate than themselves. The Cadburys and the Rowntrees are two ready examples whose influence lasts through the generations to this day. In other words, leadership for the many, not the few.
- Further, they need to listen. This key leadership skill appears to have been forgotten in recent years. And that goes for politicians from across the political spectrum. Notice what is going on for the country – all of the country. Flex ideology to fit the needs, not the demands. Listening and responsiveness are key to leadership.
- Lastly (in this list, but we could go on … and on) it is important that the new leader/s restore confidence. They need to build confidence in their own political party. They need to build confidence in the UK economy and its ability to deliver on the world stage. Additionally, they need to build confidence in the electorate that politicians can be trusted. See 1) above.
Leadership can only exist when there are people willing to be led. The demise of the recent Prime Minister shows us that, when people are no longer willing to be led, whatever you think you’re doing, it isn’t leadership!
After leading high performing teams for over 30 years, I have seen the good, the bad and the downright ugly in terms of “leadership”. It has to be said that this term has often been used euphemistically. I now consult in this space specifically to encourage my clients to pursue an ethical policy from the initial starting point of “First, do no harm“.
If you have found this blog of interest and would like to explore how I might be able to help improve the leadership success of your senior leaders, please get in touch and let’s talk.
#leadership #leadershiplessons #leadershipdevelopment #coaching #executivecoaching #teamcoaching #government #truss
by Astrid Davies | 18 May 2022 | Leadership Matters
What kind of leader are you? How would your team describe you? Do you even consider yourself a leader at all?
These are all important questions to answer, when you are put in charge of people and expected to provide them with direction. However, there are lots more, such as:
- How are my team doing?
- Do my team know what they are meant to be doing?
- Am I communicating effectively with colleagues?
- Am I measuring our performance?
- What am I doing to help our performance
- How can I support my team better?
- Have I asked my team what they think?
- What actually needs to happen, for us to all achieve results?
- What are the personalities in my team and how can I work best with them?
Every single one of these is a leadership question. Many of them are also management questions. And, as a matter of fact, not one of them imposes the “I’m your Boss” mindset of the cover image.
Whose line is it anyway?
When considering what kind of leader you are, perhaps it’s best to start with the kind of leader you need to be. And actually, you don’t get to define that. That definition is most definitely sourced in your colleagues, your team and, to some extent at least, your organisational values.
Imagine being a nurturing manager that didn’t drive for results, in a fast-moving manufacturing firm with clear targets. That’s not going to go down any better than a results-obsessed manager pushing their team harder and harsher, in a company that has its staff wellbeing as a brand identity. Some big brands have fallen spectacularly foul of that in recent years.
What are the options?
Well, you could be an autocratic leader, who enforces the “my way or the highway” mantra. Very 1970s. Outdated and out of touch. Nevertheless, they’re handy when there needs to be a hard decision taken. Great for clarity, if not staff wellbeing.
On the other hand, you could be a consultative leader, always asking “what do YOU think?”. Great for engagement, but probably rubbish at actually making a firm decision based on their own principles and expertise. This kind often seem to manage the frustrated perfectionists I coach; they bemoan the lack of direction and clear vision.
On the other hand again, you could be an chummy leader, trying to be everyone’s mate. This can lead to accusations of favouritism, bias and also indecision. I have worked for these in my time. Although fun on occasions, it descended into agonising farce as factions build up around them and you saw the “leader” failing to lead anyone, including themselves.
There is another way
To be specific, there is another range of ways. And that may sound as woolly as the consultative or chummy leaders above, but it isn’t. As a matter of fact, a successful leader needs to have a range of behaviours in their toolkit, which they can deploy as the need arises.
- A successful leader needs to be agile. By this I mean prepared to experiment and take calculated risks, as well as being metaphorically fleet of foot.
- They also need to be able vary their style according to the situation. There’s still a lot of good to be gleaned from Situational Leadership all these years on.
- In addition, the successful leader needs to be humble, prepared to allow others to take the credit they deserve.
- That leader also needs to be a strong communicator, able to convey ideas succinctly but also with inspiration to motivate and entice colleagues to achieve results.
- They need to be a collaborator, prepared to ignore their own ego and build shared plans and visions for the greater good.
I could go on.
So when you are thinking what kind of leader you are, or you want to be, there’s actually a whole lot of things to consider. If you are new to leadership (or about to set out on that journey) you might well benefit from finding local networks of like-minded people. On the South Coast of the UK we run Future Leaders Breakfasts® – FLBs – specifically for that purpose. If you don’t have an FLB near you, you could always get in touch to see if we can open one up with your company. If you are further along that leadership path and want it work better for you and your colleague, you might want to get in touch. That’s precisely the kind of challenge my clients deal with all day, which means I deal with it all day too. You may well find that coaching will help you find the leader you can be and that your team deserve.
Image courtesy of Unsplash.
by Astrid Davies | 10 May 2022 | Leadership Matters
From even a cursory glance at my website and social posts, you could gather that I “do” leadership. However, the thing that is really important to me is that clients master management THEN leadership. This applies to the Future Leaders that I support with networking events. This also applies to seasoned senior leaders and even Board members, who never quite got taught the management bit.
Management is not sexy. It is often seen as all spreadsheets, tick-boxes and highlight reports like the one in the cover image. I am old enough to remember when Management By Objective came in as a business efficiency technique (note: efficiency NOT effectiveness – that’s another blog but Covey is entertaining on the subject). It was a measurement-of-everything nightmare!
And that’s the point. It was efficiency. We all measured what we thought was important and that way the important stuff got done, hence “what’s measured gets done” and other paraphrases of Peter Drucker. Unfortunately, that was all wrong. Businesspeople failed to learn the first key lesson – knowing WHAT to measure is relative to the situation, and UNDERSTANDING the data is fundamental to being able to lead.
Knowing what to do with the data
Many managers I know, honestly live in fear of the data experts in their organisations. They are afraid of being bamboozled, being shown up for not having a detailed grasp of the minutiae, of not having done their homework. For some, this school analogy is powerful. It gives rise to a difficult Parent/Child relationship (in Transactional Analysis terms – another blog too but the basics are here) resulting in workplace tensions. There’s a simple solution to this: talk! On the one hand, managers need to be clear and probably quite specific about the data that they want. On the other, the data experts need to focus their reports on the potential impact or outcome that the data suggests will result.
OK so this is a caricature of “managers” as all Big Picture and results-focused and “data experts” being all detail. Nevertheless, fear of being caught out is very real for many clients of mine. And that is based on an inescapable truth: they may be seeking to lead without first being able to manage.
You can only lead if people are willing to be led by you. Therefore, the “led” need to be confident you know what you’re up to. It’s a short-odds bet that your team’s confidence in you will grow if you are clearly across your brief.
Knowing your Brief
What does this mean in day-to-day practical terms? Simply put, you know who’s doing what, why, for how much and to what end. You don’t need to know everyone’s blood group (although having a handy list of folks’ birthdays is never a bad thing if you remember them and wish them well on their big day). Just know what you need to know and know it enough to discuss it.
What you do need to know is what your people are doing. You also need to know why they’re doing it (and make sure they know too). Furthermore, you need to know how well they do what they’re doing and, where possible, acknowledge a job well done. It really IS that simple.
Being an effective manager means you know what you need to know, to ensure that your team – or even whole organisation – succeeds and thrives. And THAT is why I argue for management THEN leadership.
Management, then Leadership – maybe
I have argued briefly here that I believe every leader should be an effective manager and that “management” is a crucial skill. To rephrase, I believe that good management is vital to any successful organisation and that people denigrate “management” at their peril. No organisation can succeed without effective management. No organisation can succeed without effective leadership either. The two cannot be mutually exclusive. Indeed, I would argue that both are crucial keys to success.
Any effective leader will honour the debt they owe to the managers in their organisation. The people who keep the show on the road. I would argue that any effective leader understands this debt because they have worked that role in the past, in some way.
Let’s be clear, however. I am not saying that leaders can only be leaders when they have somehow “served their time”. I am simply saying that effective leaders value management and the best leaders are also competent managers, so they understand the data when they need to. Effective leaders are the ones that know what to do in response to information. They are the ones that horizon-scan. Additionally, they use information from their organisation (and beyond, if they are wise) to sense-check new ideas, craft ambitious new plans and understand their organisation’s place in the world.
Try doing any of this without understanding the key parts of the data and what that means. Not only would you make yourself a hostage to others’ interpretation (we’re back to being shown up again), but you would also lack a decent grasp of what’s happening across your organisation.
This is why I am so committed to empowering and supporting effective managers at all levels in the organisations I support. I work with leaders and their teams to create clarity, focus and a drive for success. I also enable them to feel comfortable valuing their managers.
If my arguments have struck a chord, or perhaps even irritated, please let me know. You can leave a comment or contact me. Let’s have a conversation and see how I can help.
