Effective leaders distinguish themselves by being able to transform a culture through influencing people’s deepest beliefs, values and behaviors. Michael Dell, founder and chairman of Dell, said “...the key to our success is years and years of developing a culture that is not replicable outside the company. Our culture is at the heart of our competitive advantage”
For the culture to be the organisation’s competitive advantage, leaders need to first transform themselves by embarking on a continuous learning journey – a journey that starts with developing heightened levels of self awareness necessary to master leading self and others.
Today given the flatter organisational structures and greater interdependencies, leaders need to rely on multiple perspectives to make more informed decisions. Success more so than ever, depends on the effectiveness of team members’ relationships and most importantly, the quality of their conversations.
Teamwork is the ultimate competitive advantage because it is both so powerful and rare.
Without teamwork, the organisation’s best strategies, technologies, systems and people count for little.
“Fewer than 1 in 3 employees are engaged” (BlessingWhite Global Engagement Report 2013) Research has shown that the quality of the relationship with one’s immediate leader has the most significant impact of the level of engagement and organisational effectiveness.
A team member’s choice to strive and go the extra mile, to speak positively about their employment experience and to commit to stay, is a function of the quality of the relationship with their leader.
Consider what impact a 10% improvement in engagement levels would have on the organisation’s bottom line.
“Transitioning 20% of leaders from being “average” to “great” can add up to 20% to the bottom line of an organisation”. Zenger Folkman
What impact would leaders have on the organisation if they sustainably demonstrated what great leaders do?
Less trusting and micromanage
Use power to exercise authority
Tend to blame others for the failure
Arrogant and selfish
Rely on their own strengths
Takes credit for the successes
Believe in and give others responsibility
Use power to enable others
Recognise their own contribution in failing
Are humble and selfless
Leverage others’ strengths
Praises and acknowledges others for their successes