In my previous piece, I looked at an underlying theme found among the numerous issues leaders in every industry face today and what this tells us about how we can be more successful in bringing out the best in those we lead.
The enthusiastic reaction to the ideas I shared in that article got me thinking about the other piece of this puzzle. Namely, that in addition to our responsibility to protect those we lead to do the work they’re meant to do, we also need to have a keen self-awareness regarding how much truth there is in our leadership.
In other words, how much of our focus is on what our employees require from us to be successful in their efforts, as opposed to those things that demand on our attention, often because they impact us directly?
One can appreciate the importance of this question by looking at the failures of leaders like former BP CEO Tony Hayward, who during the 2010 Gulf of Mexico oil spill voiced his frustration with all the media attention on this environmental disaster by saying how he just ‘wanted to get his life back’.
Or when Chip Wilson, founder of athletics apparel company Lululemon, responded to complaints that his company’s yoga pants appeared see-through on some women by putting the blame on a segment of his customer base, arguing that his product wasn’t meant for women with certain body types.
In these and every other example of failed leadership that’s happened over the past decade, what we find glaringly absent is a lack of truth about their leadership. And by this, I’m not just referring to whether they were being honest regarding the problems their organization had to publicly grapple with.
Rather, what this lack of truth in their leadership pertains to is how Click here to continue reading »”What’s The Truth About Your Leadership?”