This past week I was honoured by
colleagues who were celebrating my being given what they said was a significant
new responsibility at work. Noting my being in the banking industry for only
six years of a career spanning some 22 years, one told me that I should not
underestimate whatever achievement was being celebrated. One of the points that
came out of the many discussions I have had was, what I think are the key
things that have enabled me to be given the leadership responsibilities I have
assumed over the last 14 years, including being able to do that whilst changing
industries. One colleague said I should throw away the humility and speak about
myself in this way. And so here I am being the proverbial fool.
It is trite to say that one has
maintained this level of consistency by working hard and having the right
skills and competence. But those are things that anyone can really have. In my
case, I would like to highlight those other things that have allowed me to find
routes to success and consistency in corporate leadership. I list them in no
order of importance.
Curiosity: keeping my mind curious about things and never stopped
asking questions not just why are thing the way they are, but, borrowing form
George Bernard Shaw, asking why not things could be.
Humility and respecting other: It is a claim that many make, but my
colleague who spoke at the celebration event we had said that his experience of
me with respect to this is something that I should keep. It has enabled me to
access people across different levels and find support in ways that I could
never have imagined.
Being generous: My learnings and life experience have given me
gifts that are of value to others, especially on issues of their personal
growth. I have remained generous in sharing my knowledge and guiding others. I
have through that deepened my appreciation of my leadership potential, and also
become priviledged to understand very deeply the challenges that others face
for their own growth. They also have given me so much back without me asking,
and that has lifted me in ways I could never have done on my own.
Not obsessed with title or office: In my journey I have come to
appreciate that it is not the title or the office that define me, and I refuse
to let that define how I relate to people. I have to thank the boss from my
previous company, who said this when I got my first executive job in 2002: “never confuse yourself and the chair that
you sit on”.
Value talent: we speak about this a lot but never pay enough
attention to the challenges of having talented people around you. Sometimes we
get threatened by having people reporting to us who are smarter. From my first
executive job, the people that I worked with and reported to me were always better
than me in their specialised areas. When
you have better people around you, there are bound to be better outcomes with
which you are associated.
Valuing diversity: diversity is a broad concept that cuts across
issues of race and gender. It also includes working with people who come from
different professional and life perspectives, and who see the world differently
to you. I have found having a melting pot of different people incredibly
powerful, and a great source of learning. I want diverse teams all the time.
Reading: linked to my curious characteristic, I continue to read as
if my life depends on it. I have found value in dedicating a lot of effort in
having a deep understanding of the issues that I have responsibility for, and
also how they connect to the world. I do not know of any great leader who does
not like reading.
Building and maintain a value network: A key part of my growth has
been enabled by me being able to build networks across industries, professions,
age groups and globally. In this I have also been privileged by studies that
have taken me to different parts of the world. Networks have value that naturally
multiplies. But for this value to be realised, I have had to continuously
invest in these networks.
Taking responsibility: I learnt early on that in the teams I work
with, I must be the first to take responsibility for any errors and omissions,
as people do not like leaders who make themselves look perfect when, like any
human being, they are fallible.
Presence and voice: I have always tried to make sure that my
presence is felt and that in situations of leadership I have voice. Voice is
not just about speaking, but also being felt to be present. Being present and
purposeful is an important leadership responsibility, and I have found that it
draws people in a very positive way. Through voice, I have found that my
character has been able to show. People like to see your character.
Encouraging dissent: in working with people from different
perspectives, I have refused to only work with those who will praise me and say
yes to everything I say. I have found it valuable to encourage contrarian
perspectives. It is through that process that the creative ideas with which I
later became associated arose.
Empathy: an understated but very important character, I have always
felt it important that those who work with you should feel you, understand that
you are with them even if you are not physically with them. Empathy is a great
tool to use to create shared meaning, and helps build that most elusive
ingredients called trust.
Energy: I have been given this feedback all the time by people,
that they have found my energy inspiring. It is an inherent part of my character,
and I infuse every little work or assignment I do with it. It has helped build
my credibility and allowed others to trust me with assignments that possibly
they could have doubted me on without it. People do not want leaders who do not
inspire and energy is an important aspect.
Hunger for success: A colleague told me that when he engages me he
does not have any doubt that I want to go far. He also said that my humility
helps in managing my own ambition. But he felt this hunger for success meant
that the teams I work with would also be motivated to do more, as this was
likely to rub off on them.
Celebrate others’ success: People do not like leaders who are
jealous, and it is absolutely vital that we celebrate others’ success,
especially in those cases where it surpasses ours. It just engenders trust in
an inexplicable way.
Principled: I have never hidden what my fundamental principles are
in any environment. Of course I have been comfortable with taking in new ideas.
However, I have always felt it important that these cannot be at the expense of
critical values and principles that define you. People do not appreciate
leaders who do not have a backbone.
