At times, we circle back to first principles, and come to realise that good leadership is at the foundation, not at the pinnacle of any endeavour.
What we need now personally, for our businesses, and perhaps even our country is authentic leadership that will navigate through the labyrinth of complex issues we face right now.
Volumes of books, articles, and op-eds written by leadership experts advocating various theories on the subject are readily available. Even university degrees and post-graduate diplomas are offered in this field. There is simply no shortage of information or access for learning to become a skilled leader.
But sometimes, the people who are supposedly schooled in the art of leadership, just don't exhibit it.
Instead, every day, we see their missteps. Social media platforms are often awash with hawkish reports and reposts of our leaders' numerous blunders. When leadership is prejudicial, even under seemingly justifiable reasons, we all scream "double-standards".
Currently, during my training programmes or leadership coaching sessions, the main area of conversation centres on the difficulties of leadership in the post-pandemic reopening of our businesses, and our lives.
When you have your back against the wall; your family is struggling to make ends meet; your business is teetering on the brink of collapse; and your job is on the line, you need real leaders to guide you out of your predicament.
Effective leaders are like lighthouses who help us sail around hazardous cliffs.
But what kind of leaders do we all need?
The first trait of anyone who wants to be a leader is to be able to "serve".
In order to be a true leader, you must serve and give to others, respect your down-liners and be able to do the things you ask others to do, yourself. Leaders simply cannot ask others to work harder than they themselves do.
After the capacity to truly serve, being an effective leader requires you to be able to make tough decisions.
In leading, you're often required to make choices that ensure that you deliver on your promises, and fulfil the collective vision of your team. You cannot simply opt for expedient solutions.
Instead, your decision-making process needs to be firmly grounded on a solid perspective of the greater good of your organisation, or your cause.
I also believe that good leaders are not driven just by the quest for popularity. They will always work purposefully on being efficacious, and have the right impact for the people they serve.
If you concentrate on this, and adjust all your actions to be significant for the greater good of your team, and your purpose, popularity will naturally be an ensuing by-product.
Impactful leaders will do what they say and they protect their teams by giving credit. They also encourage responsibility through accountability.
Good leaders are confident, and not insecure.
You can teach yourself to be an effective problem solver; become more decisive; learn how to communicate effectively; coach, mentor and hold team members accountable; and develop other skills.
But you have to believe in yourself and your message first, to truly succeed. All of us work better when we are led by a confident person. Being confident shows that you are competent!
Strong leaders also always show courage over cowardice.
Many people think that you need to be loud and boisterous to show courage. However, being a gutsy leader is far more multi-dimensional. You will certainly need nerve to stand up and speak up. But remember, it also takes bravery to sit down, and listen.
Another trait you need is to be happy to stand alone. Upright leaders will do what is right, even in the face of great danger or under the brunt of relentless criticism.
Yet they are never really alone in the long run, because once their methods are appreciated, people will flock to them.
My experience with exemplary leaders in management, business, and politics has shown me that their biggest wins do not come from their individual effort, but by working in; with; and for their community.
Remember that authentic leaders always commit to long-term vision and not just short-term success.
The business leader Jack Welch put it succinctly when he said, "…good leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion."
Finally, check your character and temperament.
John C. Maxwell, the American speaker and author, who has written many books on leadership, once said "…leadership has less to do with position than it does with disposition."
Your actions as a leader speak louder than the words you spew out!
Leadership is a combination of strategy and strength of character. And you know which one is more important. You cannot demand reverence or allegiance. These accolades are earned through a proven track record.
Prodigious leaders have integrity, and put their people front and centre.
We need committed leaders with passion and who are purpose-driven. Only this will save our jobs, livelihoods and perhaps, even our nation!
Shankar R. Santhiram is managing consultant and executive leadership coach at EQTD Consulting. He is also the author of the national bestseller "So, You Want To Get Promoted?
The views expressed in this article are the author's own and do not necessarily reflect those of the New Straits Times
