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    How to: Be a Better Leader
    How to: Be a Better Leader
    How to: Be a Better Leader
    Ebook164 pages2 hours

    How to: Be a Better Leader

    By Stefan Stern

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    About this ebook

    We know that businesses and organisations expect people at all levels to show initiative and display good leadership qualities, but to put this into practice is easier said than done. This book will show you how you can become a better leader, whether you're already in charge of a large team, or you're paving the way for your future career.

    How to Be a Better Leader is designed to help you truly understand what it means to be a leader, as well as what good and bad leadership look like. Stefan Stern investigates the different ways in which men and women lead - and, crucially, how we can get nearer to genuine equality at work. He also highlights the language of leaders, and gives examples from around the world of different prominent leaders from business and politics, including Jeff Bezos, Indra Nooyi, Winston Churchill and Rosa Parks.

    LanguageEnglish
    PublisherPan Macmillan
    Release dateMar 7, 2019
    ISBN9781509821273
    How to: Be a Better Leader

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      Book preview

      How to - Stefan Stern

      STEFAN STERN

      HOW TO: BE A BETTER LEADER

      For my father,

      Jan Stern – a quiet leader.

      Contents

      Introduction

      1: What does it mean to lead?

      2: What do bad leaders get wrong?

      3: What do good leaders get right?

      4: Where are you and what are you trying to do?

      5: Let’s talk about sex

      6: The language of leaders

      7: A few important leaders

      8: So you (still) want to be a leader?

      Notes

      Index

      INTRODUCTION

      ‘What are you in it for?’

      – Jim Collins, author of Good to Great¹

      The leadership industry is vast, and yet leadership is in crisis. We have rarely talked more about leadership than we do today. But the gap between what we want from our leaders and what we get is huge. We dream and reminisce about John F Kennedy or Franklin D Roosevelt or Winston Churchill. But we look around the world and see an array of demagogues besmirching their offices, or self-serving chief executives being grossly overpaid, dragging the idea and practice of leadership down into the gutter.

      This is another – short – book about leadership. Why do we need one, and why have you bought it (or picked it up to look at)? We know that businesses and organizations expect people at all levels to show initiative and display leadership. Perhaps you are a boss, or an aspiring leader, and are looking for a little boost or a few useful ideas.

      This book is designed to help. In just a few pages we will consider what it means to be a leader, what good and bad leadership look like, think about a few prominent exceptional leaders, ask about the different ways in which men and women lead (and how we can get nearer to genuine equality at work), examine the language of leaders, and end with a few closing thoughts and prompts to action.

      But before going any further: what is the nature of the leadership challenge today? Why do we have a problem with our leaders? And what can we do about it?

      The Conservative MP (and former Royal Artillery captain) Johnny Mercer has written candidly about his frustrations with today’s leaders. Our problems, he has said,

      … require a higher standard of political debate, and a higher standard from our politicians. And that is the most galling thing about the present domestic and international agenda. At a time of profound challenges, we are perhaps enduring one of the most sub-optimal generations of political leaders the world has known. We are fixated by polling, social media reactions, focus groups and think tanks: the days of the visionary, bold, courageous leader seem to be on the wane.²

      In business, too, the story is not good. There is, as many surveys have shown, a crisis of trust in leaders and how businesses operate. But this supposed crisis of trust, says Robert Phillips, the founder of the Jericho Partners consultancy, is really a crisis of leadership. Elite CEOs do not like to talk about this: ‘Locked in echo chambers and wrapped-up in their own machismo, with few notable exceptions, they lack fundamental self-awareness and honesty. They have raised the banality of trust to an art form.’³

      The writer Margaret Heffernan agrees. ‘The crisis of leadership is partly due to the fact that we mostly observe leaders as out for themselves rather than working on our behalf,’ she says.⁴ These leaders, Heffernan suggests, fail the test set by Jim Collins with his stark question: what are you in it for?

      The arts world has noticed this crisis of leadership too. The musician and lyricist Tim Minchin despairs at what he is seeing.

      Give me a leader who will stand up and talk to us like we’re f***ing adults and inspire us to be the best version of ourselves, you know. Where are they? Where’s the oratory? Where’s the f***ing rhetoric? … Obama wasn’t perfect but my God that dude could talk … You don’t have to talk dumb – you have to talk clear … You don’t have to be a f***ing demagogue and rile up the less educated, the less rich, the insecure to turn on themselves … I know I don’t understand the subtleties of politics – obviously – but just get a f***ing leader who can say the right shit … Someone with a good heart, good intentions. Someone who can talk.⁵

      If only it were that easy. Leadership is about more than plausible talk, of course (although it helps). Good leaders need self-knowledge. They need to understand their strengths and weaknesses, where their motivation comes from and why they are doing the job they do. Not enough leaders do this essential homework on themselves.

      Neil Morrison, HR director at the FTSE100 firm Severn Trent Water, says that knowing about your limitations can help you to be a better leader.

      Truly great leaders recognize they’re not as great as others believe and they know how to compensate for it. They’re acutely aware of their strengths and weakness, they recognize how they’re behaving and why – the situations that will trigger them or cause them to react. And they work constantly to maintain that level of awareness … If you’re on a leadership journey, my advice to you is to spend a little more time focusing on yourself. Be hard on ‘you’ in order to give yourself a break. There is no model of leadership perfection that you will ever obtain, but you can be the best leader you’re capable of being. There is a path for you to grow and be better, but only you will ever, truly know how.⁶

      So far these are familiar, even conventional, concerns. But of course the other fundamental reason why leadership is in crisis is that authority itself is being questioned and traditional hierarchies challenged. The nature of power and how it is wielded is changing. In recent times, dynamic networks and movements have grown up without obvious or conventional leadership structures.

      David Brooks in the New York Times described these changes well. ‘If power in the Greatest Generation [post Second World War] looked like Organization Men running big institutions, and power for the [baby-]boomers looked like mass movements organized by charismatic leaders like Steve Jobs and Barack Obama, power these days looks like decentralized networks in which everyone is a leader and there’s no dominating idol,’ he wrote.⁷

      Some have tried to meet concerns about old-fashioned, top-down leadership with alternative concepts and approaches. ‘Distributed’ or ‘collaborative leadership’ implies that not all wisdom is to be found at the top. ‘Servant leadership’ requires leaders to be humble, and to recognize that they are there to serve others. (‘Serve to Lead’ is in fact the motto of the British Army’s leadership training academy, Sandhurst.) How many CEOs actually got to the top by being more humble than their colleagues remains an open question, however.

      These changing times call for what the business leader Rajeev Peshawaria calls ‘open source leadership’, where leaders establish a purpose or goal for an organization but then are relaxed and open about where ideas come from.

      I think today we have to open it up to everybody to say, ‘Who has a good idea? Who wants to contribute in what way? Submit your projects’. Then make it no barrier to entry and see where the innovation comes from. The people that raise their hands every year and come up with great ideas and are able to back it up with their energy, they’re your future leaders. Your innovation takes places in an organic way, and future leadership development takes place in an organic way. The cream rises to the top naturally … I think the big change is going to be for leaders to understand what it means to live in the open-source era.⁸

      Leadership, like management, is prone to fads and fashions. But while some things change, some stay the same. The task of this book is to avoid falling into the fad trap, and to offer a few useful and, with any luck, timeless observations about how you can be a better leader.

      So let’s get on with it.

      1:

      WHAT DOES IT MEAN TO LEAD?

      Describe the task in hand

      (‘the vision thing’)

      Leaders are sense-makers; at least, they ought to be. They define terms. They set targets and establish parameters. They describe the context in which work has to be done. They point the way ahead. Want to be a leader? Then have some sense of where you are and where you want to go. If you don’t know, then how is anyone supposed to follow you?

      It is a paradox of leadership that, while many may aspire to get to the top, if and when lucky executives get there they may forget that others are now looking to the new leader for that sense of direction, just as they used to before getting the top job. You used to be a face in the crowd. But now the crowd is looking at you. Leaders, in short, are watched and studied much more than many of them perhaps realize.

      This is why that skill of describing (or ‘framing’) the situation is so important. There needs to be a shared understanding throughout the organization of what is required, and what sort of contribution people ought to make. Does this mean that leaders have to be great storytellers? Many will tell you that this is so. There has to be a leadership narrative, it is often said.

      The management guru Steve Denning published a fable about leadership and storytelling in 2004, called Squirrel Inc, set in a business world inhabited by, yes, squirrels. If you can get over the potentially comic nature of the setting there is a serious message to be grasped about the role of storytelling in leadership. One squirrel explains,

      When you tell a story, you engage us in your experience. You entice us into your life. If we accept the invitation we can get beyond mere facts or chatter. No matter what the story’s about we learn who you are. We begin to see things from your perspective. We begin to live your story. With luck, we begin to trust you. Your story becomes my story becomes our story. That’s what we need from the CEO. We need to learn who on earth he really is.⁹

      This is persuasive. We are often told that the era of ‘command and control’ leadership is over, which is probably a pretty big overstatement, especially when you think of the conditions so many people in the service and retail sectors have to work in.

      But in the higher skilled parts of the ‘knowledge economy’, where ideas and intangible assets are key, leaders cannot usually just arbitrarily call the shots and tell people what to do. There has to be encouragement, suggestion, persuasion, ‘nudging’ rather than shoving. We will listen to leaders we believe in. But we cannot believe in leaders whom we do not know, who are physically and emotionally remote and rarely present. We will listen to good storytellers we feel close to and like the look of.

      The vision thing

      The first President Bush, George H (the forty-first US President), was preparing to run for the White House in 1987 to succeed Ronald Reagan in the 1988 election. It was suggested he needed to take

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