04 May Leadership isn’t about the glory

It’s a common misconception, both from the wider public and people within an organisation, that leaders lead a somewhat glamorous life. It’s an assumption that’s incorrect, and ignores many of the traits that people need to embody in order to be considered a great leader.

These pressures aren’t unique to leaders of large companies overseeing hundreds of employees either. In fact, the following list of desirable traits apply to people in power in any type of organisation, not just businesses.

What I’ve found in my experience is that leaders are often judged harshly, and sometimes unfairly by people who perceive them as leaning back with their feet on the desk having others do their dirty work. When referring to effective leadership, this couldn’t be further from the truth.

Broadly speaking, this judgement comes from two different directions. There’s the legal obligations on directors and then there’s the societal expectations as well. Interestingly, there’s actually a much higher bar for society’s expectations in terms of ethical conduct, demonstrating positive values and contributing to the wider community. While boards and their leaders will usually suffer significant backlash for errors in judgement relating to these expectations, they’re often operating within the letter of the law.

With mounting pressure and expectations both internally and externally, how can leaders prove to people that it’s not all about glamour and personal gain?

What leaders can prove to the public

As the pressure from the public presents a continued challenge to leaders, it’s important they know how to communicate the reality of their role and how this influences an organisation.

Leaders can’t afford to be invisible, as this reinforces the stereotype that they have their feet up not doing anything. Instead, it’s important they have a tangible connection to business, one that’s obvious to other members of the public and demonstrates a commitment to the wider community the organisation engages with.

One trait that’s important for leaders no matter who they’re appealing to is accountability. When something goes wrong, they need to be able to own up and be transparent about any forthcoming solutions.

This links to the need for leaders to be courageous, as knowing when to publicly stand up and be accountable in front of an audience ready and willing to judge is often a risk. History tells us that those with the ticker to step forward, say what needs to be said and lead change through challenges are more likely to prevail regardless of the economic conditions.

How leaders can communicate this to their organisation

One of the toughest audiences leaders will face is the other employees that comprise their organisation. In this respect, it’s important that anything a leaders says or promises is backed up by action.

If a leader is constantly reinforcing the value of sustainability or social responsibility, they need to be true to what they’re saying by pushing initiatives such as working with remote communities and allowing staff to have days off to volunteer for certain causes.

This point leads into one of the more important mantras for leaders to keep in mind when communicating with their staff, which is to get involved at every opportunity. Laying out a strategy or new social responsibility is one thing, but to really promote engagement, leaders need to be involved themselves. This helps to break down the perception that they’re off in their own world and not connected with what’s actually happening in the day-to-day lives of their employees.

However, this connection also requires a bit of a balancing act from leaders. While they need to be in control and involved, they shouldn’t just be a boss. If you don’t think there’s a difference between the two, chances are you’re not getting connecting with your team in an effective manner.

The need to balance involvement with correct leadership techniques is further evidence of why commitment is such an important trait for leaders looking to communicate their role to their staff.

Leading for the future

Rather than hunting for glory, effective leaders will understand why it’s important their choices are made with the future of the organisation in mind. In some cases this pressure will require leaders to make difficult decisions which may upset certain groups in their organisation.

In time, however, if it’s the right decision for the business, people will begin to understand why leaders have made these choices which will build confidence and respect.

Leaders need to do their best to develop other leaders within the business. The aim of this initiative should be to ensure that the organisation can continue to run successfully once they depart.

By embodying these values, leaders can ensure that the public and their employees have a realistic understanding of what they do, and are aware that it’s not all about the glory.

As a mentor at The Executive Connection (TEC) I assemble and facilitate private group meetings for CEOs, senior executives and business owners. Members participate in monthly, Chair-led private group meetings. Our global network has more than 20,000 members in 16 countries that also have access to one-to-one executive mentoring, expert speakers, and a global network of business leaders. Click here to find out more about executive leadership development and mentoring opportunities.