Inspiring Leaders Are All Around Us

Dear Penny,

Over the past few years I’ve been part of a team working to understand the state of health, safety and wellbeing in New Zealand. We’ve carried out multiple projects across a range of industries and involved hundreds and hundreds of people from across the country. One of the standout things I heard time and time again is how important good leaders are and how variable leadership competence is. It didn’t really matter which industry or group of people we spoke with, this was always highlighted as an area of significant gain or pain.

Reflecting on my own career and the journey I’ve been on, I can absolutely relate to this. I’ve experienced some exceptionally poor leaders but also some highly capable leaders, and often in the places or positions you’d least expect. Each leader I’ve encountered has had some sort of impact on me, naturally some more than others. Looking back now, I think it's fair to say some have even altered my career journey and shaped who I am today. 

What good leadership looks like in one organisation will likely be different to the next, and what good leadership looks like for one employee will also likely be different to the next. A good example of this is Elon Musk and his leadership style. It’s polarising at best, but some people do love it and even thrive under his unorthodox ways. I personally don’t think I could work under his reign, but there are things about his leadership style that would light me on fire and make me flourish: his first principles thinking, his beliefs around failure and his relentless pursuit of his ‘why’.

Whilst I don’t believe there's one set blueprint for what makes a good leader, I do believe there are certain soft skills or traits that enable a person to be a better leader. From my experience over the years, this is what they look like:

• Empathy
  Empathy is thrown around a lot and for a while was the buzz word of choice. What it looks like in practice though, is taking the time to understand people and their perspectives. Some of the best leaders I’ve encountered dived into conversations more and really unpacked ideas with me in the pursuit of seeing things from my point of view and understanding why I thought certain ways. These leaders made me feel heard, understood and that my contribution was important.
  

• Courage
  The first truly courageous leader I experienced was on the Academic Board at Ara back in 2015. As one of two student representatives on the board, I’d made the commitment to myself that I would speak up at every meeting to ensure our voices were heard. On one particular occasion I had struggled to articulate my feedback, and whilst almost every face was looking at me pointedly, one of the senior leaders at the table understood where I was going and stepped up to support me. They followed up on my idea, unpacked it further and became an ally in the room. The impact of their courageous act to speak up in support when the table clearly wasn't in agreement with me still sticks me with today. I actively give people space to speak and be heard, I encourage and support them if they’re struggling to convey themselves and I often speak out to support and protect those around me.
  

• Stability
  I never truly understood the power of a stable leader until I experienced it for myself. In my opinion, it's actually a bit of a hidden super power because it's so rarely discussed in relation to leadership. In my experience, a stable leader means you question yourself less, you’re able to push your boundaries and skillsets more and it's crucial when forming a psychologically safe environment. When I feel psychologically safe, I’m not afraid to try and fail, I grow and develop faster and I add more value to the business. Plus, I’m genuinely happier in my work.
  

• Let other people lead
  I’ve seen leaders hinder their success because they’re trying to carry everything, and I’ve seen leaders change entire teams by simply giving others space to lead. As the age old saying goes “you’re only as good as the people around you”. Only one leader I’ve worked with has mastered the art of letting others lead. They kept their ego in check, they gave clear direction but didn't get stuck in the weeds, they gave constructive feedback and they supported me regardless of the outcome. I moved from capable to competent, grew more confidence in myself and added more value to the team and businesses.

Anyone can lead

I think possibly one of the most important things I’ve learnt about leadership so far, is that anyone can be a leader. In fact, some of the best leaders I’ve experienced have been general colleagues or people at the same ‘level’ as me. If you’re in an organisation, role or team that's lacking leadership, don’t be afraid to step up and be the leader your team and yourself need. As corny as it sounds, be the leader you need. Chances are high that if you’re feeling unsupported, over-worked or frustrated, your team is too. In stepping up and being the leader you and your team need, you’ll incite a string of actions and behaviours within everyone that over time will create change. You never know who you may impact or how much you’ll help someone.