Authentic leadership – the way forward?

I suspect I am not alone in suggesting that 2011 is proving to be one of the most managerially challenging and difficult years ever. The economic omens both nationally and internationally could be better to say the least and for many the strategic textbook term ‘retrenchment’ is having real and painful consequences, at both an organisational and personal level.

Over three years ago, I and a group of former mature students formed ‘the Forum’, as an independent think tank that would be both a challenging academic exercise and also might benefit ourselves and our organisations. We accurately anticipated the recession, euro zone crisis, potentially 500,000 public sector job losses, de-centralisation and localisation amongst many others.  Whilst treading a delicate path between pessimism and realism, we don’t see 2011 or 2012 being generally much fun either, particularly in the North, but then we aren’t always right. However, we do see some fantastic opportunities out there for those individuals and organisations with the right skills, attitudes and the willingness to use them.

My point therefore is important. We don’t have to be, or see ourselves and our organisations as victims. Adverse times offer a real test of character, ingenuity and innovation. Now is the time when we will see new leaders, products, services and organisations emerge and prosper. This doesn’t happen by accident though; we can and must take charge and collectively make positive things happen. In other words, we need personal leadership and organisational leaders like never before.

I know it’s a perennial discussion about what defines a leader, but I’d like to offer my own thoughts in relationship particularly to the current environment we find ourselves in. Previous blogs have discussed the damage done to our profession by the legacy of target setting mentalities and the rise of ‘heroic’ charismatic leaders. I have also offered the opinion that what we now need is ‘authentic leadership’ – so in more detail what might this embrace?

Lets keep it simple then and start to explore my seven A*’s of being an authentic leader;

Aspiration – anyone can lead, but have you the desire and attitude required? You might care about something but do you care enough to do something about it? Entrepreneurs spot an opportunity, usually through dissatisfaction, and then do something about it. We now need these people in our communities and organisations – true ‘intrapreneurs’. In other words those that can see a need to make a difference, know how to make a difference and most importantly, are prepared to make a difference. Also what motivates you – power, wealth, relationships, recognition, challenge or necessity? Maybe doing nothing and having an easy life is your preferred choice?

Affective – learning. You are not going to be right all the time, can you accept and learn from this and have the emotional resilience to keep going when times are hard? How well do you know yourself, your strengths, weaknesses, beliefs, attitudes and potential? Have you really learnt how to experiment, learn and develop personally as opposed to just being taught academically?

Alignment – by this I mean grouping together the people we are taking personal responsibility for, providing a vision, establishing and agreeing the need to change and then achieving buy-in on where we are going and how we get there.

Authority – organisations and situations are now possibly too complex to manage in crisis or through change. Centralisation has its benefits but can stifle innovation, motivation, identification of problems and ownership of solutions. Delegation and micro leadership at all levels, correctly aligned, is going to be essential with these people given clear operating mandates. BAA take note maybe after the snow fiasco last winter!

Actions – people listen to words but respond to actions.  What we say is important, but we are judged on what we do. Ask a student and Liberal Democrat MP if in doubt…… What better way to demonstrate true authenticity than by being who you say you are and acting accordingly. Celebrity has had its day and in the future ability and measurable achievement will be vital for establishing and maintaining leadership reputation.

Accountability – along with power and rights comes responsibility. Everyone has to be responsible and liable for their actions, a new concept for many brought up in an age where it’s always been someone else’s fault! This will lead to conflict but being able to manage that is an essential skill. Being popular is easy, being right and professional is more difficult. Again an issue our coalition government is coming to terms with!

Acknowledgement – finally, we need to publicly recognise what individuals do and achieve, both rightly and wrongly.  What better way to motivate, develop culture and organisational learning. Maybe what we need more from our leaders is what Jim Collins refers to as ‘personal humility’.

So these are my first thoughts – please let me know what you think.

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