FOCUS: THREE MUST HAVE LEADERSHIP CAPABIITIES

You’re in a leadership position in an operational environment and want to build your leadership skills to gain better traction.

Where should you focus?

It’s a dilemma that many leaders face.

“I need to be a much better leader, but there are so many things that I need to do — I just don’t know where to start!”

FORGET THE ENDLESS LISTS

The leadership literature is wonderful. But, you’ll spend forever searching through an entire library of concepts — and a (seemingly) infinite list of attributes that need to be attained and theories that need to be understood. And, the moment you think you’ve reached the bottom of it and finally got your head around it all, someone else comes along with yet another “essential trait” or “indispensable concept”.

Trying to implement ‘everything’ is a surefire way to FAIL in leadership development.

You’ll go around and around in circles and, most likely, achieve very little. I’ve seen it all too often.

In my view, it’s much better to identify a few critical leadership capabilities and be an absolute master of them! Once you’ve done that, then, by all means, move on.

But which capabilities should you choose?

Clearly, organisational context will determine some of your focus — as it should.

In addition to that, I’d like to suggest that there are three critical areas that deserve your absolute best. And the truth is that even highly experienced practitioners struggle to do them exceptionally well all of the time.

DEVELOP AND EXECUTE EFFECTIVE STRATEGY

First, you must be able to develop and execute effective strategy.

This is one of the most essential components of leadership. If you’re not able to develop strategy, then you’d better brush up on your skills — quickly. How can you ‘lead’ anyone when you don’t know where you’re going?

It’s a recipe for absolute confusion and certain inefficiency.

Followers will run a mile when they realise that you don’t know where you’re going.

What about your current strategy?  Is it clear and unambiguous? Durable? Bought into?

Is it able to be implemented in a simple, structured and systematic way?

CRITICAL DECISION MAKING

Second, you’ve got to be a master at decision making. Leadership is, very largely, defined by this ability.

Day-to-day decisions are generally not a problem for experienced leaders. It’s the critical decisions — the ones that ‘make or break’ — that are the most difficult.

This is where real leaders are made. They don’t always get it right. But they consistently make the most prudent decisions on the majority of occasions.

And when they get it wrong, they rectify their decisions — rapidly.

So how’s your track record in decision making? Do you consistently make judicious decisions?

Is your decision making decisive?  Timely?  Robust?

MOTIVATIONAL ABILITY

Third, you must be able to motivate your followers — without simply throwing money at them (a short-term fix).

For many, this is one of the most challenging aspects of leadership. Achieving the balance between operational discipline and motivation is a juggling act that’s difficult to master. Yet, it’s absolutely critical if you are to succeed.

You can have the best strategy in the world and make the best decisions, but if your people aren’t ready to march to the beat of your drum, then your chances of success are extremely limited.

Consider your current team of people.

Be honest. Are they really motivated?

LINKING ALL THREE

By now it should be no surprise to you that a great strategy makes decision making a whole lot easier. And that a well-defined and executed strategy combined with effective decision making provides an excellent foundation for motivation.

NOW, FOCUS!

So, why dilute your efforts on trying to develop everything at the same time?

Being excellent in the art of strategy & execution, decision making and motivation will —most likely — put you in a league of your own!

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