Question:
“Can you offer some advice on what it takes to become an effective leader? There are so many books, models, etc. that I get lost in the clutter.”
Answer:
This simple question tees up an answer that could fill several books (as the reader points out). In offering my reply, I will discuss a simple and comprehensive leadership model that we have used for more than two decades in our consulting work at Organization Development Consultants. Leadership is a significant contributor to what I like to call the “other bottom line” (i.e., corporate culture). Leaders are the principal architects of the corporate culture. More specifically, leaders show the way by setting a “tone at the top.”
From my perspective, leaders focus on internal integration (i.e., linking and aligning individual and collective efforts) by addressing the “Three Ps” . . .
Purpose
Leaders help define the mission of the organization. They help teams set goals that lead to fulfillment of the mission. They help individuals understand their role within the team. They link and align individual and collective effort in support of the organization’s “one thing” (i.e., what is it passionate about, really good at, and relates to its key performance indicators?).
Partnership
Leaders clarify the values and beliefs to which the organization adheres. They set behavioral expectations and norms for organizational members. They maintain open communication channels and effectively resolve conflicts.
Process
Leaders are measurement minded. They make use of effective systems and processes. They help employees to adopt a process perspective in which the focus is on fine-tuning the methods and procedures used to carry out the work.
In providing for external adaptation (i.e., attending to trends in the external environment), leaders need to focus on the “Three Cs” . . .
Customers/constituents
Leaders recognize that customers/constituents are the organization’s “gold.” They understand (and help others to understand) that high performance organizations have the customers/constituents as the focal points in each and every transaction.
Competition
Leaders recognize that in a global economy the competition must be a major concern. Leaders monitor the competition (e.g., benchmarking) not to do what they are doing, but to understand what they are doing for purposes of differentiating. Leaders know that the idea is not to be like the competition but to be different from them.
Change
In a fast-paced world, leaders are “change champions.” They lead change. They drive change. They harness change. They recognize that a primary driver of being different than the competition is being faster and more responsive than the competition.
In order to effectively address the dynamic tension between the Three Ps and the Three Cs, leaders need to turn to their toolboxes and see that the right tools (i.e., competencies) are there and that they are proficient in using them. The associated figure highlights important leadership competencies that are relevant to success. In my experience, three strata of competencies form the foundation for effective leadership. These are:
Technical or subject matter competencies
These competencies relate to the knowledge, skills and abilities that are necessary to do the work with which the organization concerns itself. For example, to work in an accounting firm, you better know something about accounting. Technical competencies are most important to success at the first level of supervision, the one that is closest to where the work gets done.
Interpersonal or human relations competencies
These competencies relate to the knowledge, skills and abilities that are necessary to coordinate and facilitate the work of others. Team building, performance coaching, conflict resolution, etc. are important tools that create a work environment of peak performance and maximum motivation and job satisfaction. These competencies are most important to success in middle management.
Strategic competencies
Strategic competencies relate to the knowledge, skills and abilities that are necessary to formulate strategies, make decisions and solve problems on behalf of the organization at large. Recognizing that the organization is a “whole” comprised of interdependent, interrelated “parts” allows for better judgments to be offered. Strategic competencies are most important to success in executive leadership assignments.
It is important to note that, ideally, leaders should have competencies from each of these dimensions in their toolboxes. As an example, the executive leader who is a master strategist but a poor communicator will be less effective because of this deficit. So, the prescription here is that leaders need to build and hone their skills so that they are at least minimally proficient in each of the competencies that have been identified.
-Daniel A. Schroeder, Ph.D., is president of Brookfield-based Organization Development Consultants Inc. (www.OD-Consultants.com). He can be reached at (262) 827-1901 or Dan.Schroeder@OD-Consultants.com.
