Search Results for: leadership skills

Crucible Experiences Can Transform Your Leadership Skills

October 18, 2016 By Nagesh Belludi Leave a Comment

In Geeks and Geezers (2002), renowned leadership academic Warren Bennis and management consultant Robert Thomas interview 40 “geeks” (aged 21–34) and “geezers” (aged 70–82) to evaluate differences in their leadership values and success patterns.

The two groups vary in backgrounds, ambitions, and their role models. The geeks are more concerned with work-life balance than the geezers. The geezers formed their characters during the Great Depression and World War II and hence hold Franklin Roosevelt, Gandhi, Lincoln, Mandela, Kennedy, and Churchill as leadership role models. In contrast, the geeks tend to model themselves after their parents, friends, bosses, and co-workers.

Leadership “Crucibles”: Pivotal life-changing experiences that alter your thinking and actions

The statistics and analyses of geeks and geezers are a gross distraction from the book’s central idea: that all potential leaders must pass through a “leadership crucible” that provides an intense, transformational experience. Only after they “organize the meaning” of and draw significant lessons from their crucible experiences can they become leaders. They must also cultivate complementary leadership skills such as adaptive capacity and the ability to engage others by creating shared meaning, voice, and integrity.

All geeks and geezers interviewed by the authors had one thing in common: each had at least one leadership crucible. The authors explain that each experience was “a test and a decision point, where existing values were examined and strengthened or replaced, where alternative identities were considered and sometimes chosen, where judgment and other abilities were honed.”

The best leaders excel in their ability to create meaning out of adversity

Geeks and Geezers lays monolithic emphasis on the role of transformational crucible experiences in building leadership skills. The authors conclude that such experiences shape a leader; therefore, “great leaders are not born but made—often by tough, bitter experience.” The book implies that most leadership development initiatives (selection, training, mentoring, job rotation, etc.) are not as effective as they are touted to be. The book advises would-be leaders to develop themselves by seeking out crucible experiences at work, school, or in their communities to maximize their leadership potential.

One meaningful takeaway from Geeks and Geezers is a contemplative exercise: to reflect on some crucible experiences in the reader’s life and examine what he/she has learned from them. The reader may be able to create his/her own story and find his/her “leadership voice.”

Recommendation: Skim. Read the final chapter. Beyond the authors’ anecdote-heavy “research,” Geeks and Geezers will engage readers in interesting case studies of successful men and women who moved beyond the constraints imposed by trying circumstances and reshaped themselves. However, most of Geeks and Geezers lacks substance and practical application, especially in comparison to co-author Bennis’s bestseller On Becoming a Leader.

What Leadership Styles Are Most Effective for Social Change?

June 27, 2024 By Nagesh Belludi Leave a Comment

Leadership is a key driver in the pursuit of social change. Effective leadership can significantly amplify the impact of social initiatives, guiding them towards successful outcomes. Leaders who understand and adapt their style to the needs of their communities and projects are more likely to foster enduring improvements. In this blog, we will share insights into which leadership styles are most effective for fostering social change and how they can be implemented.

Understanding Leadership in Social Change Contexts

Leading social change requires a deep understanding of the unique challenges and opportunities presented by such endeavors. These leaders must navigate complex social dynamics, mobilize resources, and inspire diverse groups of people towards common goals. Education plays a major role in preparing leaders for these tasks. Advanced degrees like masters in social impact equip leaders with the necessary skills and knowledge to effectively drive change. These programs cover leadership theories and practices that are best suited for the dynamic landscape of social change.

Transformational Leadership

Transformational leadership is especially powerful when it comes to bringing about social change. This approach involves leaders who not only inspire but also motivate their followers to go beyond their own interests for the benefit of the group or cause. Such leaders are visionaries. They instill a strong sense of purpose and commitment. More than just boosting morale and performance, transformational leadership fosters a cooperative and inventive atmosphere that’s ideal for social transformation.

Servant Leadership

Servant leadership is another style that stands out in social change contexts. This approach sees the leader taking a supportive role, prioritizing the development and well-being of team members and the communities they serve. Servant leaders focus on building strong relationships within their teams, fostering a culture of trust, collaboration, and collective empowerment. Their altruistic nature helps to create a strong foundation for community-oriented projects, where success is measured by the positive impact on the community.

Democratic Leadership

Democratic leadership is invaluable in social change efforts as it promotes participation and equality among team members. Leaders who employ this style facilitate open communication, allowing for a more inclusive decision-making process. When people feel their voices are heard and their contributions valued, they are more likely to invest themselves fully in the cause. Democratic leadership is particularly effective in situations where buy-in from various stakeholders is essential for the success of a social initiative.

Charismatic Leadership

Charismatic leadership can be a powerful force in driving forward social change. Charismatic leaders wield a significant influence through their magnetic personality and persuasive skills. These leaders often become the face of movements, capable of drawing public attention and garnering support for their causes. However, the success of charismatic leadership can heavily depend on the leader’s personal integrity. This style is most effective when combined with a clear vision and ethical grounding.

Ethical Leadership

Ethical leadership is essential in social change for maintaining trust and credibility. Ethical leaders prioritize transparency and responsibility in all their actions and decisions. This leadership style involves setting a positive example and upholding high moral standards, which is important when addressing sensitive social issues.Their commitment to integrity not only guides their teams but also inspires wider community trust and engagement.

Participative Leadership

Participative leadership fosters a collaborative environment where every team member is encouraged to take an active role in decision-making. This style is particularly beneficial in social change initiatives as it leverages the collective knowledge and skills of the group. By involving team members, participative leaders build a sense of ownership among all involved. This inclusive approach helps to ensure that solutions are well-rounded and reflective of the diverse viewpoints within the team.

Cross-Cultural Leadership

In today’s globalized world, cross-cultural leadership is increasingly important. Leaders who can effectively navigate and bridge diverse cultural contexts are invaluable in social change efforts that span different regions and populations. This leadership style emphasizes understanding, respecting, and valuing differences while finding common ground. Cross-cultural leaders are adept at adjusting their strategies to align with varied cultural norms and expectations, thereby enhancing the impact and reach of their initiatives.

Adaptive Leadership

Adaptive leadership is characterized by flexibility, resilience, and a willingness to confront and adjust to the reality of changing conditions. Such leaders are skilled at identifying and tackling complex challenges, often requiring changes not only in strategy but in the underlying attitudes and behaviors. Their ability to navigate uncertainty and foster innovation is particularly effective in long-term social change projects that face evolving landscapes and unforeseen challenges.

Visionary Leadership

Visionary leaders are known for their ability to see beyond the present and envision what might be. They are strategic thinkers who set ambitious, long-term goals that aim to fundamentally alter existing conditions for the better. Visionary leadership is inspiring and mobilizing, driving large-scale transformations by painting a compelling picture of the future. This leadership style is crucial for rallying support from a broad spectrum of stakeholders, including funders, policymakers, and the public.

Conclusion

The effectiveness of leadership in social change cannot be understated. Each of the leadership styles discussed offers unique benefits that can be leveraged to drive forward social initiatives. By understanding and implementing the right mix of these leadership styles, change agents can ensure their initiatives are not only successful but also sustainable and impactful. As we look to the future, the adaptability and collaborative nature of these leadership styles will continue to play a critical role in shaping and advancing our social agendas.

Leadership Isn’t a Popularity Contest

February 8, 2024 By Nagesh Belludi Leave a Comment

Leadership Isn't a Popularity Contest Smart leaders accept that some decisions—like letting someone go or pulling the plug on a project—might not sit well with everyone, but tough decisions must be made for the greater good.

Leadership demands a tough mindset. While considering conflicts and respecting diverse opinions, leaders must prioritize decisions based on facts and organizational goals rather than personal preferences.

Leadership isn’t for you if you can’t handle others’ disapproval. Seeking constant approval and validation only weakens your ability to hold yourself accountable.

Idea for Impact: As a leader, be tough when you must and kind when you can. Raising your likability should be an aspiration and not a goal. Being trusted to make the right decisions is more important than sacrificing short-term popularity.

Managerial Lessons from the Show Business: Summary of Leadership from the Director’s Chair

March 13, 2023 By Nagesh Belludi Leave a Comment

Notes on Directing: 130 Lessons in Leadership from the Director’s Chair (2008) explores the parallels between directing the stage and managing projects. The shared themes include ad hoc teams, one-off goals, tight time frames, limited budgets, nebulous chains of command, shared objectives, etc.

Compiled by writer Russell Reich from the notes of British stage director Frank Hauser, this tome contains 130 meditations on casting actors, rehearsing, stage-setting, supervising the production units, and handling critics.

Organized temporally from a director’s initial encounter with the play’s script to its final production, this slim volume is so much more—it’s not just for stage directors.

#7: “Learn to love a play you don’t particularly like. You may be asked—or may choose—to direct a play that, for any number of reasons, you don’t think is very good. In such cases it is better to focus and build on the play’s virtues than attempt to repair its inherent problems.” Idea for Impact: Focus on virtues and strengths, not weaknesses. Spend more of their time reinforcing the good performers than dealing with untrainable performers—i.e., you can never remediate grievous weaknesses. Position the person somewhere else where her talents are a better match.
#33: “Every scene is a chase scene. Character A wants something from Character B who doesn’t want to give it.” Idea for Impact: Productive relationships with balance and joy call for continuous concession and managing one another’s expectations. Work hard to ensure that all sides feel contented with a negotiated compromise.
#73: “Know your actors. Some like a lot of attention; others want to be left alone. Some like written notes; some spoken. Get to know them. It doesn’t have to take long. It’s a good investment that will pay enormous benefits later.” Idea for Impact: Embrace individualized management. No two employees are alike—their temperaments, qualifications, experiences, and backgrounds shape them into thoroughly unique people who’re persuaded, challenged, and inspired in different ways. So why treat them all the same way?

Recommendation: Read Notes on Directing. It’s a worthwhile meditation in managing people, projects, and yourself. Anyone who must get things done through people will find insightful meditations on getting to the core of the narrative, handling people with diplomacy and nuance, and navigating conflict.

Five Rules for Leadership Success // Summary of Dave Ulrich’s ‘The Leadership Code’

January 22, 2021 By Nagesh Belludi Leave a Comment

The key to success in any discipline is to figure out the few things that must be done really well and to get those basics right. But so many leaders fail on the fundamentals—and don’t even realize it.

The real implication of leadership has been buried deep over the years: leadership isn’t about the position but about who you are and the responsibility you can undertake. Leadership consultants Dave Ulrich, Norm Smallwood, and Kate Sweetman’s The Leadership Code: Five Rules to Lead By (2009) argues that everything you ever need to know about leadership comes down to five straightforward rules.

If you understand these rules and put them into practice, you can’t fail to spur others and enrich teams, organizations, or communities.

Rule 1: Be A Strategist. Deliberate leaders answer the question “Where are we going?” and mull over multiple time frames. They institute a great enough sense of urgency and remove impediments to the new vision. They anticipate the future and work with others to determine how to advance from the present to the desired future. Shape the future.

Rule 2: Be an Executor. The “executor” aspect of leadership focuses on the question, “How will we make sure we get to where we are going?” Effective leaders understand how to make change happen, assign accountability, assess plans, coordinate efforts, and share information that should be incorporated into strategies. Make things happen.

Rule 3: Be a Talent Manager. Leaders who engage talent now answer the question, “Who goes with us on our business journey?” They select the right people for the right job and ensure that people have the right tools and autonomy to succeed. Leaders foster an inviting organization, create a high level of performance and passion, and continuously monitor problems that need to be fixed. Engage today’s talent.

Rule 4: Be a Human Capital Developer. Leaders who are talent developers answer the question, “Who stays and sustains the organization for the next generation?” Leaders take the time to become aware of how future trends could affect their organizations. They position their teams to win by bearing in mind the longer-term competencies required for future strategic success. Build the next generation.

Rule 5: Be Proficient. Leadership demands are more daunting than ever, and the pressure to perform is relentless. Create regular timeouts to review where you invest your time and energy to ensure that you remain capable of self-managing your personal strengths and weaknesses and generating new behaviors to deal with new challenges. Invest in yourself.

As with most “rules-for-success” books, the authors tout their assessment of “hundreds of studies, frameworks, and tools.” But their work is no more than a distillation of notable leadership thinkers’ experiences. Nonetheless, the rules sound right. The five rules are simple, but they aren’t easy. They are sensible and practicable. They’re what you can focus your effort on for maximum return.

Recommendation: Quick read The Leadership Code. It makes a great early book choice for new leaders. It provides a grounded approach to the fundamentals.

Never underestimate the power of key leadership principles that can be well executed. Complement The Leadership Code with Peter Drucker’s The Practice of Management (1954; my summary) and Julie Zhuo’s The Making of a Manager (2019; my summary.)

Pulling Off the Impossible Under Immense Pressure: Leadership Lessons from Captain Sully

May 25, 2020 By Nagesh Belludi Leave a Comment

I recently watched Sully (2016,) the overrated Clint Eastwood-directed drama about the US Airways Flight 1549 incident, aka the “Miracle on the Hudson.”

In summary, on 15-Jan-2009, Captain Chesley “Sully” Sullenberger (played by Tom Hanks) heroically dead-sticked his Airbus A320 aircraft in New York City’s Hudson River after both the aircraft’s engines failed from a bird strike. He then helped get passengers and crew off uninjured.

Sully centers on Sullenberger’s post-decision dissonance. To spin the real-life six-minute flight and the 24-minute swift rescue into a 96-minute Holyrood extravaganza, the filmmakers devised an antagonist in the form of National Transportation Safety Board (NTSB) investigators who try hard to blame Sullenberger for the mishap.

Overdramatized Portrayal of the NTSB Investigators

On the screen, the smirking NTSB investigators use flight simulators and computer analysis to second-guess Sullenberger’s lightning-quick decisions. They would have rather he made it to an airport nearby—a possibility that he had instantly judged was not viable given his 40 years of flying experience.

Contrary to Sully‘s portrayal, the NTSB was unequivocal that landing the aircraft on the Hudson was the right call. In his memoir, Highest Duty: My Search for What Really Matters (2009,) Sullenberger mentions that he was “buoyed by the fact that investigators determined that [first officer] Jeff and I made appropriate choices at every step.”

In the course of the real-life 18-month investigation of Flight 1549, the NTSB did investigate the odds of landing the aircraft in a nearby airport. Exploring all possible flaws that contribute to a crash is part of the NTSB’s charter. The NTSB, like other accident-investigation agencies, concerns itself principally with preventing future accidents. It rarely seeks to assign blame, nor does it make the pilots justify their actions.

The Complex Leadership Requirements of Flying

Apart from the sensationalized portrayal of the NTSB investigators, Sully misses the opportunity to call attention to the complex leadership requirements of aviation. Flying a civil aircraft is characterized by a high level of standardization and automation, while still placing a strong emphasis on formal qualification and experience.

Today, highly trained pilots have to work with ever more complicated and autonomous technology. The routinization must be weighed up against deliberate action. On Flight 1549, the A320’s much-studied fly-by-wire system allowed the pilots to concentrate on trying to resurrect the engines, starting the auxiliary power unit (APU,) and deciding the flight path in the direction of the Hudson. Airbus’s legendary computer controls will not allow the pilots to override the computer-imposed limits even in an urgent situation. Sullenberger and others have commented that lesser human-machine interaction may perhaps have allowed him a more favorable landing flare and helped him temper the aircraft’s impact with the water.

Aircrews now consist of ad hoc teams working together typically only for a few flights. They build their team quickly and rely on the crew’s collective knowledge and experience to round out the high levels of standardization.

Due to the complex demands for leadership in aircrews, specialized training programs such as Crew Resource Management (CRM) are in place to improve crew communication, situational awareness, and impromptu decision-making. These systems were established to help crews when technical failures and unexpected events disrupt highly procedualized normal operations.

Furthermore, individual and organizational learning from accidents was institutionalized through mandatory reporting of incidents—not only within the airline involved but also across the aviation community.

Leadership Lessons on Acting Under Immense Pressure: The Context of Success

Owing to intuition, experience, and quick coordination, Sullenberger was able to “land” the aircraft on the Hudson within four minutes following the bird strike and have his passengers and crew quickly evacuated onto the aircraft’s wings and onto rafts.

The rapid and highly complex coordination required for this extraordinary achievement was only achievable because of exceptional leadership, exemplary decision-making under stress, and the technical skills of both the cockpit- and cabin-crew.

The pilots were highly experienced—Sullenberger even had experience as a glider pilot. Further contextual factors—the calm weather on that afternoon and the proximity of NY Waterway ferries—helped bring this accident to a good end. All this facilitated the almost immediate rescue of passengers and crew from the rapidly sinking aircraft and the frigid water.

On Another Note, Sullenberger’s memoir, Highest Duty (2009,) is passable. The most interesting part of the book is the last fourth, where he discusses Flight 1549 and what went through his mind. Interestingly, Sullenberger writes that even after he realized that the plane was in one piece after hitting the water, he worried about the difficulties that still lay ahead. The aircraft was sinking: everyone had to be evacuated quickly. The passengers could survive only for a few minutes in the frigid waters of the Hudson.

Leadership: Stay out of the kitchen if you can’t handle the heat

April 8, 2013 By Nagesh Belludi Leave a Comment

Not everybody is prepared to endure the demanding responsibilities of a leadership role:

It’s tough to challenge status quo and to pilot your organization forward into unfamiliar territory
It’s tough to be long-term oriented and to propose transformative ideas that may fall eventually short of expectations
It’s tough to see around the corner and to rely on gut intuitions to develop an “end state” vision
It’s tough to prioritize decisiveness over inclusivity and to take tough—and sometimes unpopular—decisions
It’s tough to resist the urge to settle and to avoid letting circumstances define your strategy
It’s tough to gain strong credibility and communicate the direction and priorities of your organization
It’s tough to face censure and be verbally graceful under fire
It’s tough to be decisive, to acknowledge setbacks, and to change course midstream, if required
It’s tough to rationalize seemingly irrational actions and to ask for resources
It’s tough to be tough-minded without being inflexible or insensitive
It’s tough to do the right thing while resisting the temptation to please your constituents
It’s tough to say no when you must; it’s tough to say yes when you can’t

If you cannot come to terms with the pressures of a leadership role, perhaps leadership may be the wrong kind of work for you.

It is acceptable to be an individual contributor; although you must still develop your leadership skills to succeed in any role in the modern organization.

Expressing regret or apologizing: A critical component of leadership

January 7, 2007 By Nagesh Belludi 2 Comments

Marshall Goldsmith, one of the world’s leading executive coaches, will release a new book on leadership skills next week. In ‘What Got You Here Won’t Get You There,’ Marshall focuses on interpersonal skills essential to lead people to get ahead in our careers.

In the current issue of the Business Week magazine, Marshall offers previews of two of the twenty critical interpersonal skills he covers in his book: (1) clinging to the past, and, (2) refusing to express regret.

On Refusing To Express Regret

Here are highlights of Marshall’s write-up on apologizing. Read the full article on Business Week magazine’s website.

Many of us have difficulty with expressing regret, or apologizing; we think apologizing means we have lost a contest. Refusing to apologize causes as much ill will in the workplace, and at home, as any other interpersonal flaw. [My note: I paraphrased the first sentence.]

Apologizing is one of the most powerful and resonant gestures in the human arsenal–almost as powerful as a declaration of love. If love means, “I care about you, and I’m happy about it,” then an apology means, “I hurt you, and I’m sorry about it.” It compels people to move forward into something new and, perhaps, wonderful together.

The best thing about apologizing is that it forces everyone to let go of the past. In effect, you are saying: “I can’t change the past. All I can say is I’m sorry for what I did wrong. I’m sorry it hurt you. There’s no excuse and I will try to do better in the future.” That’s tough for even the most cold-hearted to resist.

Making Mistakes is Human Nature

We all err from time to time. Our reaction and follow-up to our errors and missteps reflects greatly on our character. Recognize your slip-ups, express regret and say ‘Sorry.’

Humbly admitting mistakes and apologizing is a critical component of leadership, both in our personal and professional lives. Admission of mistakes and careful distillation of lessons learned, in fact, can strengthen the bond between you and the people around you.

Why Are There No ‘How to Be a Great Follower’ Classes?

February 24, 2025 By Nagesh Belludi Leave a Comment

Why Are There No 'How to Be a Great Follower' Classes? It struck me recently: while we obsess over leadership—how to be a good leader, how to measure it, and so on—there’s barely a peep about being a good follower.

No one seems particularly interested in becoming a good follower. Step into a business school, and the hustle to prove leadership skills is as intense as caffeine consumption!

Think about it: leaders wouldn’t exist without followers. Both roles are vital for any group’s success.

Yet, leadership gets all the glory, while followership is often overlooked. Society praises leaders with power and prestige, while followers are seen as mere support staff. It’s as if followership is considered a less glamorous, passive role.

So why the lack of buzz about following? Maybe there’s no market for it. But effective followership is just as vital. A bit more focus on it could lead to smoother, more balanced teams. After all, if everyone’s busy leading, who’s left to follow? Good leaders aren’t always out front.

How to … Change Your Life When Nothing Seems to be Going Your Way

May 4, 2023 By Nagesh Belludi Leave a Comment

Recollect what it means to be human: we go through ups, downs, shortcomings, triumphs, losses, confidence, and apprehensions are all just a part of life. While unpleasant, failure is also a common and essential element of life. Bearing failure with equanimity is more likely to help you find success and get what you want.

Next, think about something that’s challenged you in the past and consider how you’re better off for having been through that experience. When you acknowledge you’ve overcome setbacks before, you can recognize that you can—and will—weather this one, too.

Ponder about whatever challenges you presently and see if you can reframe it. Try to perceive it as an opportunity for growth and consider what gifts could come from this experience. Visualizing successful outcomes is the best way to reset or repurpose your goals.

Idea for Impact: Developing resiliency isn’t easy, but excessive rumination and dwelling on past failures for longer than necessary will keep you stuck. When things aren’t going your way, challenge yourself to find any upsides, no matter how small. Find the good in the less-than-ideal. You’re more likely to get unstuck by trying a low-risk baby step forward.