“We tried agile and it didn’t work for us.” This is the miserable epitaph for so many transformation stories and one that I have heard more than I would like to. I feel sad when I hear it, but I’m in no way surprised. A large number of organisational transformations fail. There are many, many reasons for this. One of the most common and, in my view, one of the most avoidable, is a failure in leadership.
We are not going to fix all of the issues here in just a few hundred words. But perhaps we can make a start? Let us promise ourselves now that we will always obey the First Rule of Leader Club.
Clearly, we have not all gathered in a moodily lit, underground parking lot. There is no voice -over from Edward Norton or a pacing Brad Pitt to outline the rules. We are absolutely not going to be fighting. Ever. And the rules are …. well … different. But aside from that, this is the memorable moment in the movie of our transformation when we sign up to Leader Club. And to paraphrase Mr Pitt, “If this is your first day at Leader Club, you have to lead.”
So what is the first rule of Leader Club? Be Authentic.
It sounds disarmingly simple, doesn’t it? Sure, I can do that. Be authentic. OK.
Like all crafts of leadership, however, there is no magic on-switch with authenticity. It can’t be downloaded but must be worked at constantly. Our behaviour and actions should reflect that authenticity; every decision should be made through that lens.
Why Authenticity Matters
Authenticity is a one of my favourite leadership superpowers. It is at the heart of successful relationships with our teams and co-workers.
Authenticity helps generate trust, that major building block of empowered, motivated teams. If the people you collaborate with know you are bringing your real self to work they will know that interactions with you have validity.
Whether we are aware of it or not, leaders at all levels are directly responsible for the generation of the organizational culture around us. By building relationships with our teams based on trust and openness we are doing a great deal towards imbuing our organizations with those vary same properties.
The What of Authentic Leadership
Bill George, Harvard Business School Professor and former CEO of Medtronic has devoted plenty of his time to this subject. Indeed he could very well be classed as the father of the Authentic Leader movement. If you would like to read more on the topic of Authenticity, I would heartily recommend his classic, Discover Your True North, originally published in 2007 but recently updated.
Authentic leadership is founded on self awareness, openness, fair-mindedness and a moral compass.
“We can provide unwavering direction for those we work with in stressful and troubled times”
There are many aspects to the craft of leadership and it seems natural to reflect on our strengths and opportunities for growth. One element that is often missed is the need to identify and be in tune with our own values and those things that give us a sense of purpose. By aligning our work and decision-making with our values and purpose, we will find ourselves naturally more enthused and energetic.
There will also be benefits in our social interactions with our teams. It is easier to be fully present when we are enthusiastic. When we are really participating in conversations and genuinely listening to what others are saying, we are much more likely to share our real views and give others’ opinions a balanced and fair hearing. This is the real basis for collaboration and will drive motivation across the team.
By exhibiting a positive value system that is resistant to external pressures we can provide unwavering direction for those we work with in stressful and troubled times. The team will understand they can rely on the integrity of our leadership and draw their purpose from that.
The Right Stuff
Much is expected and, more importantly, needed from leaders in our organisations. What ever role or title we inhabit, the obligations of leadership sit with us. If we fail, our people and our companies will fail.
Time then to step up and start leading. So, what’s the first rule of Leader Club?
About the Author
Richard Williams is a fan of business adaptivity in all its many forms. He is a Visiting Fellow in the Industry Faculty at Kingston University Business School and an IC Agile authorised instructor in Leadership, People Development and Adaptive Organization Design. Richard has 25 years of experience working in delivery and product roles for a variety of FinTech and Financial Services companies. He is a transformation coach and SAFe Program Consultant.
