Uday has shared his top five tops for negotiation ahead of his upcoming training course – Negotiation Skills, for the Directory of Social Change. The top tips are: Read more »
Decoding leadership: What really matters
Here’s an excerpt from a recent (Jan 2015) McKinsey Quarter article on behaviours of effective leaders. It seems to me that the behaviours seem to be collaborative and supportive and less didactic or directive than one might assume is important in a leadership role.
New research suggests that the secret to developing effective leaders is to encourage four types of behavior.
Solving problems effectively. The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered. This is deceptively difficult to get right, yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).
Operating with a strong results orientation. Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.
Seeking different perspectives. This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.
Supporting others. Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict.
For the full article go to McKinsey Quarterly.