Imagine – Leadership de-personalised…

Sep 17, 2018 | Executive Coaching

Imagine a leader who never took anything personally.

Imagine a leader who could see through ‘disrespectful’ behaviour and see someone who didn’t understand why they were being asked to do what they were doing, and felt vulnerable and confused.

Imagine a leader who didn’t associate their employee’s mistakes with a knock to their own leadership abilities.

Imagine a leader who didn’t take their own bad moods and vulnerabilities into the place of work.

Imagine a leader whom, no matter how rude or snappy you were with them, could still see the pure perfect human underneath the mood and treated you in accordance.

Imagine a leader who didn’t tie their own self-worth into the performance of the company, and could approach any problems with a curiosity as to how they would be solved, rather than a desperate need for them to go away.

Imagine a leader who didn’t need to be seen to be the best, so could put their energy into helping their teams grow and develop to their best, even if that meant the leader themselves being outperformed.

Imagine a leader who didn’t attach stress to approaching deadlines, and didn’t push that stress onto anyone else.

Imagine a leader who always assumed that everyone acted in a way that made the most sense to them, so explores other options with the people concerned in an open, non-blaming, discussion when things aren’t quite going to plan.

Imagine a leader who knew that it was never about you if they were in a bad mood.  And could recognise it would pass in good time.

Imagine a leader who didn’t need things to go a defined way, and was open to suggestion and opportunities when they arose.

de-personalised leadership

These are the ideal leadership traits that I work on with people in groups and 121s.  A lot more detail is required than is listed above of course, for it to make sense, and to be able to see why it is okay to do this.  That’s what my True Leadership Programme will be taking leaders towards.

Yes, of course, we can think of reasons against these ideas.  Where do those reasons come from?  From an egoic need to be better, get there faster, make more profit?  Is that the most important thing?  Really?  I mean, I know it’s a business, but seriously.  Money is not the most important thing – let me show you why I can say that with confidence. . .

Why do we want money?  To feel secure, to be happy.  Does having money actually bring that?  Not really.  If people with money felt secure, why would they need so many measures to protect themselves and their possessions?  Why do some rich people experience depression?

Having said that, if we could take the leadership attributes I mentioned on board, we might find that we do actually make a lot of money, and the process to get there is far happier.  The people feel more secure.  There is less stress, blame, ill feeling and pressure.

I know which one makes sense to me.  What about you?

Want to know more about how I can help? Drop me a line or give me a call. A successful coaching relationship depends upon a great rapport, so it’s important to talk. I want to get to know you, see inside your world and we can assess how we’d go from there!