Honesty and Leadership

Leadership and honesty are two fundamental concepts that are closely intertwined. Honesty is a critical component of effective leadership, and leaders who possess honesty are more likely to inspire trust and respect among their followers. Honesty in leadership is about being transparent, truthful, and consistent in all communications and actions, even when faced with difficult decisions or challenges.

Leaders who are honest create a culture of trust within their organization, which leads to higher levels of engagement and commitment among team members. Honest leaders communicate openly and directly, ensuring that their followers are always aware of the organization’s goals, objectives, and progress. This transparency helps to build a sense of shared purpose and encourages team members to take ownership of their work.

In contrast, leaders who lack honesty may struggle to gain the trust and respect of their followers. This can lead to a lack of engagement and commitment, as team members may feel disconnected from the organization’s goals and uncertain about their role within the team. In some cases, dishonesty can even lead to unethical behavior or decisions, which can have serious consequences for both the leader and the organization as a whole.

Ultimately, honesty is a critical trait for effective leadership. Leaders who are honest inspire trust and respect among their followers, create a culture of transparency and accountability, and encourage team members to take ownership of their work. By embodying honesty in their leadership style, leaders can help to build strong, engaged teams that are capable of achieving great things.

When Leaders Admit Mistakes Part 2

Managers who reflected on a past mistake where they learned a lesson showed more humility than those who didn’t.

A prevention focus sees learning from mistakes as a short-term way to correct failures and avoid punishment.

The relationship between leaders’ learning from mistakes and how much humility they show to their team members was strengthened by a heightened promotion focus.

A real-life study of 85 non-physician managers from medical schools and hospitals in the Midwest showed the importance of a promotion focus.

The study looked at how managers learned from mistakes, how they expressed humility, and how they viewed their teams’ improvement oriented behavior.

Managers who learned from their mistakes and used the learning to improve and grow as leaders were more likely to show humility. They rated their teams as showing better performance and improvement.

When Leaders Admit Mistakes Part 1

There are benefits for those who reflect on and learn from their mistakes, according to a new study.

Researchers found that when leaders took time to reflect on what they learned from their mistakes, they showed more humility, a quality known to make managers more effective.

The study found that teams performed better when their leaders learned from their mistakes.

Humble leaders acknowledge their own limitations and mistakes, appreciate others’ strengths and contributions, and are open to new insights and feedback. When a leader is humble, team members are more likely to share their knowledge and voice their concerns, and increase their improvement oriented behaviors.

In one of the four studies, the researchers recruited 454 managers who worked in a wide variety of industries, including finance, retail, manufacturing and health care, to participate in the online research.Trained graduate students who weren’t involved in the study rated the managers’ responses for how much. They rated the managers on how much they acknowledged that others had more knowledge and skill than them.

Leadership Moving Into 2023 Part Two

Dialogue requires humility, an appreciation of power, and an insatiable curiosity about what we don’t know. For innovation, learning, and the capacity for human flourishing, managers must create spaces for dialogue in systems that try to squeeze it out. Managers can easily measure and reward access instead of performance in hybrid environments because of this tendency.
To counteract the bias, make lists and check them twice. Managers should write down each team member’s name and then review the list to determine who is best suited for what they’ve in mind. Compensation is often used as a means of retaining and attracting employees. People need to feel respected, valued, and acknowledged, and this comes down to how we relate to one another as individuals. Our sense of self is based on positive relationships.
Managers who show genuine curiosity about what employees find meaningful will be the most successful. There’s no substitute for building positive human connection, and no action is more powerful than paying attention. This has led to historic levels of burnout for managers and their teams. Managers can prioritize team needs without burning out by using peer relationships and support. Peers are better able to solve problems and make time. Set up systems to help your team help each other, rather than solve for the need, as a manager.

Leadership Moving Into 2023 Part One

The key change leaders need to make is to be more inclusive in their leadership. Inclusive leadership means that all team members are treated fairly. A sense of belonging and value is what Equity means. Ensuring that people can bring their real identity to the workplace is what it’s about. It’s important that the resources and support are provided so that people can reach their full potential.
Courageous and difficult conversations in your sphere of influence is the most difficult piece moving forward. Managers should be given the space and place to think differently on how to be an inclusive ally and advocate in the workplace as we move into an increasingly hyper connected and hybrid world of work. People are on too many teams, the groups are often too large to be true teams, and the pace with which these groups are formed and dissolved undermines traditional team advice. And the consequences are wide-ranging. Organizational and employee performance are affected by collaborative failure. It creates obstacles to innovation. It contributes to stress, overload, and burnout and erodes employee engagement.
Performance will be delivered through networks that form more rapidly and effectively inside and outside of these efforts. Managers will need to improve how they cultivate these networks, with specific attention to the pattern of collaboration, the quality of interactions, and the effectiveness of the ties linking their teams to the ecosystems in which they reside. Managers have been trained to focus on a business issue, come up with the answer, and direct employees on what to do.
We’re seeing a shift in the embedded assumptions. Climate change, modern slavery, and race and gender equity are areas in which employees expect managers to take activist roles. Managers can’t have all the answers to these “wicked problems” and trying to direct employees using their partial perspective would be foolish. It doesn’t matter if you claim to be a political person or not. Managers are being held to account by employees.

Thoughts on Leadership According to the Shifting Zeitgeist Part 2

What kind of leaders do we need now?
The skills to lead and manage in a different age, the ability to sense fresh economic opportunities, and the instincts to deal with shifting external forces will be required of executives.
The time is ripe for entrepreneurs to identify and develop innovations, not only in the technologies I’ve already highlighted but in others as well. New tools will be created to support activities that blossomed during the Pandemic, such as work from anywhere, entertainment streaming, and telehealth. There are opportunities in maturing fields such as cloud computing, software as a service, and cybersecurity for managers who excel at economies of scale and scope.
Avoiding disasters start with anticipating how different stakeholders will react to events unfolding inside and outside the company. It requires leaders to think about what’s relevant to their business. The CEO used to be able to say, “But what does this have to do with my company?”. It’s unlikely that an executive’s perspective will serve them well in the times ahead. CEOs will have to accept the responsibility into which their organizations will be drawn rather than resist. They need to empathise with people who may have different interests and identities. CEOs will be able to be more in tune with those they lead if they gather a wide range of views and listen carefully.
Executives who operate this way are sometimes described as “diplomats” or “statespeople.” Leading as a statesperson implies not just reading the pulse of various constituencies but rallying them forward. Ken Chenault, the former CEO of American Express, is an example of a leader like this. When the Black Lives Matter movement erupted after the killing of George Floyd, they led America’s corporate response. Chenault and Frazier launched OneTen, a collaborative of major companies to train, hire, and promote one million Black Americans in the span of 10 years, moving beyond declarations of support and solidarity that risked sounding hollow. Another example is Larry Fink, who has mobilized investors and business leaders to focus on the long-term viability of enterprises and the planet.