The role of a manager is a serious role, with a lot of responsibility. But does that mean the manager has to have a permanently serious demeanor? The managers of my youth seemed to be, and like many I grew up in management thinking that was how I had to be; serious of visage, demeanor and word. And with that comes a tendency to take ourselves seriously.
But does it have to be this way? In this blog we explore leadership persona with some insight from the worlds top airline.
A wise man once said to me ‘everything is just a dream until you commit to it out loud’. He was talking about all the thoughts and ideas we have going on inside our head. The results of thinking things through. All that time spent reflecting and analysing. The ‘I really should’ thoughts. The ‘that’s what I need to do’ thoughts. The ‘I wish I could’ thoughts. His view was that we put ourselves on the hook if we said them to someone else.
I think the saying is not everything though. The key word in that is ‘commit’ .
Good teams take time to become that way. All the research shows that good teams put effort into being a team as much as they put into delivering their purpose.Good teams do all the things that the research says it takes to be a good team because that’s what the research says and they start off by wanting to be good. But are they truly high performing?
Being a leader takes a lot out of you. The minute you have responsibility for other people, their motivation, direction, performance etc, you have a lot demanding your attention compared to the days when you were an individual performer. Taking a senior role ramps that up even further when you have more stakeholders to pay attention to (the board, media commentators etc).
The one thing that is common is that both take significant time and energy. Many successful people begin to notice a lack of personal energy resulting in diminished performance or motivation at work. This blog explore that lack of energy and motivation
In the process of trying things, people learn and through that learning gradually get better. The implication behind ‘gradually get better’ is that you may not always be fantastic at the thing you are trying. This is fine when you are a kid and just learning for the first time, but many adult managers struggle with not being excellent straight away, and as a result many stop trying (which of course is not excellence but let’s not go there).
But what if you could offset your leadership on the path to improving? What if there were things you could do that provided a leadership benefit to your team, while your own personal impact was gradually improving?