How does that management cliché go? ‘Managers do things right, but leaders do the right things.’
Do business leaders have distinct characteristics, or are they all over the map? Is there a magical recipe one can follow to become a leader? Or is it a myth, that to be a leader, one has to exhibit quality A, B and C?
Why is it that most well-known business leaders aren’t known for the skills we’ve been told are essential for great leadership? Would you describe Elon Musk or Steve Jobs as having empathy or humility? Away from the ethos of leadership, what do sharp managers do daily?
Leadership may not be the stereotypical view of the “take charge vocal leader” that we have, wrote Peter Drucker long ago: “Some of the best business and non-profit CEOs I’ve worked with over a 65-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths and weaknesses. The range from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimononious,” wrote the business guru.
Undoubtedly, first rate managers will differ widely in their personalities and values, but when all is said and done, there are some guidelines to being successful.
It's become fashionable to call capable managers ‘leaders. Jon Levy, behavioural scientist and author of recently published Team Intelligence: How Brilliant Leaders Unlock Collective Genius believes that the only quality ‘leaders’ have in common is that ‘people follow them’. While that is a bit of a self evident tautology, like Drucker’s observation, Levy believes there isn’t a cookie cutter template for being a leader.
Complex problems demand innovative solutions, no individual brilliance is enough on its own. Levy notes that “the real test of leadership lies in how well teams can harness the collective intelligence of their members.” Like others, Levy stresses the importance of providing psychological safety, creating a feeling of belonging and sharing a compelling story.
“Data tells people what to do, but stories explain why it matters. A company might have a list of values, but that does not show how to apply them. A story makes those values real, guiding decisions and showing how culture comes alive. Narratives also create belonging: ‘this is who we are, and this is how we succeed together.’ Stories connect daily tasks to a bigger purpose, keeping teams aligned,” writes Levy.
What does a team look like?
But what does a truly high-performing team look like in action? According to Levy, the cues are easy to spot.
“They communicate in bursts, with short, focused exchanges followed by quiet work. Members build on one another’s ideas instead of competing for attention. Everyone contributes over time, not just the loudest voices. Mistakes are admitted quickly, and feedback flows openly. Respect shows up in listening and giving credit. These cues reveal trust and alignment, which let the team adapt faster and solve problems more effectively.”
Shifting from leadership to nitty gritty day to day management what is required?
Get things done, first time right
So, what is an effective Kenyan manager? To start, someone who can get things done, first time right. They don’t need to be reminded. They don’t say “gee whiz I did not know that” or “I forgot”.
They are sharp, on the ball. You can often spot them by just looking into their eyes, somehow, they just seem with it, switched on. [Sometimes they just seem to walk faster.] They respond to things right away. You can trust them to get things handled.
Ask: what needs to be done?
They are always asking – what needs to be done? And they do it. Henry Mintzberg’s classic studies on how managers really spend their day showed that we are all confronted with a wealth of tasks and often do not get more than a few minutes to focus on any one thing.
Effective managers pick out 1 to 3 priority tasks that need to be done. Peter Drucker’s view is even stricter when he states, “I have never encountered an executive who remains effective while tackling more than two tasks at a time.” Set priorities on your “to do” list and stick to them. The priority may not be the exciting sexy thing to do, but it will be a down to earth task that is going to push the organisation further.
Focus on opportunities
Focus on opportunities not problems. Which is not to say one walks always from problems. Someone once joked “I have never seen a problem so big I cannot walk away from.”
Problem solving does not automatically produce results, it’s more a damage control tactic. What get’s results is exploiting opportunities.
Everyone has one of those days when despite the best of intentions, nothing seems to go right. When you are up to your ears in alligators it is tough to remember your original objective was to drain the swamp.
Lastly, do the best you can in every opportunity you have. “No matter how insignificant the thing you have to do, do it as well as you can, give as much of your care and attention as you would give to the thing you regard as the most important. For it will be by those small things that you shall be judged,” said Mahatma Gandhi.
You are what you do, not what you say.
David J. Abbott is a director at aCatalyst Consulting.
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