WEBVTT 1 00:00:00.000 --> 00:00:05.000 Ever felt like you could add some art or nuance to your leadership creds? 2 00:00:05.000 --> 00:00:07.000 Well, that is next. 3 00:00:22.000 --> 00:00:25.000 Hello. I hope you're doing great. 4 00:00:25.000 --> 00:00:27.000 Hey, welcome to the Barry Ferrer Show. 5 00:00:27.000 --> 00:00:29.000 We're talking about leadership. 6 00:00:29.000 --> 00:00:34.000 In case we haven't met yet, I normally speak to a freedom issue on my podcast, 7 00:00:34.000 --> 00:00:37.000 and I usually do that to some current event. 8 00:00:37.000 --> 00:00:42.000 But since all organizational impact for change starts with leaders, 9 00:00:42.000 --> 00:00:47.000 I thought I'd provide some quick thoughts in this four-part series. 10 00:00:47.000 --> 00:00:50.000 These quick takes on leadership are certainly not everything on the topic, 11 00:00:50.000 --> 00:00:52.000 not anywhere close. 12 00:00:52.000 --> 00:00:57.000 However, I think you could fit just about everything on good leadership 13 00:00:57.000 --> 00:01:05.000 into one of these four words, authentic, artful, effective, and excellent. 14 00:01:05.000 --> 00:01:08.000 I've had the honor of being in some kind of a leadership role 15 00:01:08.000 --> 00:01:11.000 for a number of companies and nonprofit organizations 16 00:01:11.000 --> 00:01:14.000 over the past three and a half decades. 17 00:01:14.000 --> 00:01:17.000 Whether you're a line manager or a senior executive, 18 00:01:17.000 --> 00:01:20.000 I hope these thoughts benefit you and your organization 19 00:01:20.000 --> 00:01:22.000 and to those whom you lead. 20 00:01:22.000 --> 00:01:26.000 In the first module, we looked at authentic leadership, 21 00:01:26.000 --> 00:01:29.000 and this is sort of a foundational idea, at least in my opinion. 22 00:01:29.000 --> 00:01:33.000 To gather talented people who have leadership capability of their own, 23 00:01:33.000 --> 00:01:38.000 we have to embrace the concept that we can grow and improve ourselves. 24 00:01:38.000 --> 00:01:40.000 If we don't have a sound estimate of ourselves, 25 00:01:40.000 --> 00:01:43.000 we lose the respect of our most inventive people, 26 00:01:43.000 --> 00:01:46.000 and at the end of the day, embracing self-assessment 27 00:01:46.000 --> 00:01:50.000 and personal improvement is really healthy. 28 00:01:50.000 --> 00:01:54.000 Today, we're going to look at the honed skill of an artful leader. 29 00:01:54.000 --> 00:01:58.000 We're not talking about the clever or potentially devious ability 30 00:01:58.000 --> 00:02:02.000 to triangulate your enemies with leverage. 31 00:02:02.000 --> 00:02:06.000 No, I'm referring to a more wholesome definition of artful. 32 00:02:06.000 --> 00:02:10.000 Artful leadership is practicing the nuance that's required 33 00:02:10.000 --> 00:02:14.000 at the right time to affect positive change 34 00:02:14.000 --> 00:02:19.000 and do that with intentional influence. 35 00:02:19.000 --> 00:02:23.000 One of the companies I led had some truly brilliant engineers. 36 00:02:23.000 --> 00:02:28.000 I mean, they were possibly some of the best radar engineers in the world at the time, 37 00:02:28.000 --> 00:02:31.000 but I didn't understand hardly a thing they were up to. 38 00:02:31.000 --> 00:02:35.000 If I inserted myself into their algorithm development process, 39 00:02:35.000 --> 00:02:37.000 I would have messed things up big time. 40 00:02:37.000 --> 00:02:40.000 Yet, I still needed to inject some leadership 41 00:02:40.000 --> 00:02:42.000 to make sure we were going in the right direction. 42 00:02:42.000 --> 00:02:46.000 In other companies, I had some expertise in the field, 43 00:02:46.000 --> 00:02:49.000 but if I wanted to grow, I had to let go, 44 00:02:49.000 --> 00:02:52.000 grant more authority and responsibility to my team, 45 00:02:52.000 --> 00:02:54.000 and trust that they would get the job done, 46 00:02:54.000 --> 00:02:58.000 even if it wasn't exactly the same way that I would do it. 47 00:02:58.000 --> 00:03:03.000 Again, like authentic leadership, artful leadership's not some aspiration to be perfect. 48 00:03:03.000 --> 00:03:08.000 It simply applies the right timing and the right type of leadership 49 00:03:08.000 --> 00:03:10.000 to accomplish the goal. 50 00:03:10.000 --> 00:03:15.000 It knows when to absorb a small loss for the benefit of the big win later. 51 00:03:15.000 --> 00:03:18.000 Now, a lot of leaders have taken the Myers-Briggs test 52 00:03:18.000 --> 00:03:21.000 and they have a high J on that Myers-Briggs test. 53 00:03:21.000 --> 00:03:24.000 That's this high sense of justice. 54 00:03:24.000 --> 00:03:28.000 You see things clearly and you desire to set the record straight. 55 00:03:28.000 --> 00:03:30.000 And a lot of times, that's really good. 56 00:03:30.000 --> 00:03:34.000 But you're also tempted to write a long email to prove your point. 57 00:03:34.000 --> 00:03:37.000 The artful leader will throttle back. 58 00:03:37.000 --> 00:03:40.000 He'll write a more concise email that would stand the test 59 00:03:40.000 --> 00:03:44.000 of wide public circulation, if it ever came to that, 60 00:03:44.000 --> 00:03:46.000 or no email at all. 61 00:03:46.000 --> 00:03:50.000 Artful leadership enables you to subordinate yourself 62 00:03:50.000 --> 00:03:53.000 to get the big picture goal accomplished. 63 00:03:53.000 --> 00:03:56.000 Artful leadership knows when to drill down, 64 00:03:56.000 --> 00:03:58.000 when to allow more freedom, 65 00:03:58.000 --> 00:03:59.000 when to inspire, 66 00:03:59.000 --> 00:04:00.000 when to command, 67 00:04:00.000 --> 00:04:02.000 and when to coach, 68 00:04:02.000 --> 00:04:04.000 and when to develop, 69 00:04:04.000 --> 00:04:08.000 and when to just build relationship, 70 00:04:08.000 --> 00:04:11.000 even at the expense of the task. 71 00:04:11.000 --> 00:04:16.000 Now, you may have an energetic change agent who's just all over the map. 72 00:04:16.000 --> 00:04:18.000 How do you manage her? 73 00:04:18.000 --> 00:04:20.000 I mean, if she's constantly in everyone's business, 74 00:04:20.000 --> 00:04:23.000 her brilliance actually becomes a hindrance. 75 00:04:23.000 --> 00:04:25.000 Or maybe you've got a disciplined but low EQ guy 76 00:04:25.000 --> 00:04:27.000 who's essential to your operations, 77 00:04:27.000 --> 00:04:31.000 yet he's constantly rubbing everyone the wrong way. 78 00:04:31.000 --> 00:04:33.000 In spite of his personal productivity, 79 00:04:33.000 --> 00:04:35.000 he's hindering your company culture. 80 00:04:35.000 --> 00:04:37.000 What do you do here? 81 00:04:37.000 --> 00:04:39.000 You know, you can have solid values. 82 00:04:39.000 --> 00:04:41.000 You can be clear about your goals. 83 00:04:41.000 --> 00:04:45.000 You can be totally confident in your authority and your responsibility 84 00:04:45.000 --> 00:04:47.000 and still mess things up. 85 00:04:47.000 --> 00:04:49.000 It isn't that you want to mess things up, 86 00:04:49.000 --> 00:04:51.000 but it can happen, 87 00:04:51.000 --> 00:04:53.000 due to a lack of finesse, 88 00:04:53.000 --> 00:04:55.000 a lack of nuance. 89 00:04:55.000 --> 00:04:59.000 Artful leadership sometimes has this demeanor of that big burly dad 90 00:04:59.000 --> 00:05:01.000 that you've never met. 91 00:05:00.000 --> 00:05:02.560 you see with his tiny one-year-old. 92 00:05:02.560 --> 00:05:04.860 He lets her romp all over him, 93 00:05:04.860 --> 00:05:08.880 even grab his face with her tiny hands and squish him. 94 00:05:08.880 --> 00:05:12.100 He just absorbs her. 95 00:05:12.100 --> 00:05:14.120 Now, of course, every analogy breaks down, 96 00:05:14.120 --> 00:05:15.360 but you kind of get the idea. 97 00:05:15.360 --> 00:05:19.640 Sometimes it's best to allow for some mistakes 98 00:05:19.640 --> 00:05:22.640 to provide an environment of deep learning. 99 00:05:22.640 --> 00:05:25.920 Artful leadership is a trained trait. 100 00:05:25.920 --> 00:05:27.880 I mean, some people have more of it naturally than others, 101 00:05:27.880 --> 00:05:31.480 but most of us need to intentionally develop it, 102 00:05:31.480 --> 00:05:32.840 if not all of us. 103 00:05:32.840 --> 00:05:35.200 The first ingredient is internal. 104 00:05:35.200 --> 00:05:38.340 Artful leadership has the internal power 105 00:05:38.340 --> 00:05:41.600 to be free of self-absorption. 106 00:05:41.600 --> 00:05:44.440 When leaders make everything about themselves, 107 00:05:44.440 --> 00:05:47.320 they lose the capacity for tact. 108 00:05:47.320 --> 00:05:51.580 Sometimes a gentle answer is the perfect solution 109 00:05:51.580 --> 00:05:53.800 for an intense situation. 110 00:05:53.800 --> 00:05:56.880 So how do you become more artful? 111 00:05:56.880 --> 00:05:59.200 I mean, that's kind of like asking, 112 00:05:59.200 --> 00:06:02.680 hey, in one sentence, had he become a neurosurgeon? 113 00:06:02.680 --> 00:06:06.840 But I'll do my best to share two tools that have helped me. 114 00:06:06.840 --> 00:06:08.200 The first one's kind of simple. 115 00:06:08.200 --> 00:06:12.160 Artful leadership thinks in prioritized terms. 116 00:06:12.160 --> 00:06:15.320 So the top priority has to be your fiduciary duty. 117 00:06:15.320 --> 00:06:18.240 What's best for the organization? 118 00:06:18.240 --> 00:06:20.760 Then you have to think about what's best for the team, 119 00:06:20.760 --> 00:06:24.600 and then finally, what's best for the moment at hand? 120 00:06:24.640 --> 00:06:27.160 Now, there's no science to this, but in general, 121 00:06:27.160 --> 00:06:30.320 I apply a weighting for the benefit of the organization 122 00:06:30.320 --> 00:06:33.160 at roughly 50%, 50 to 55. 123 00:06:33.160 --> 00:06:37.280 Then in round numbers, I weight the team at approximately 30%, 124 00:06:37.280 --> 00:06:41.320 and then the need of the moment at roughly 15% to 20%. 125 00:06:41.320 --> 00:06:44.600 And that exercise helps put things in perspective, 126 00:06:44.600 --> 00:06:49.960 and it increases clarity, and it helps us become more artful. 127 00:06:49.960 --> 00:06:52.640 The second tool is a little more complex, 128 00:06:52.640 --> 00:06:56.080 and it is evaluating yourself through the lens of the seven 129 00:06:56.080 --> 00:06:57.720 leadership styles. 130 00:06:57.720 --> 00:07:01.040 There are legitimate purposes for all seven of these styles. 131 00:07:01.040 --> 00:07:03.360 They all have pros and cons, and most of you 132 00:07:03.360 --> 00:07:05.680 probably have a combination of one or two, 133 00:07:05.680 --> 00:07:09.320 but predominantly fit into one leadership style. 134 00:07:09.320 --> 00:07:12.880 The goal of this exercise is to understand each style, 135 00:07:12.880 --> 00:07:14.960 be aware of yours, and balance out 136 00:07:14.960 --> 00:07:17.520 some of the negatives of your own style 137 00:07:17.520 --> 00:07:20.360 based on the prioritized weighting of that first tool 138 00:07:20.360 --> 00:07:22.320 of what's best for the organization, 139 00:07:22.320 --> 00:07:26.120 then the team, and then the situation at hand. 140 00:07:26.120 --> 00:07:28.680 Now, this doesn't work without a little humility. 141 00:07:28.680 --> 00:07:32.840 I have to accept an honest self-assessment 142 00:07:32.840 --> 00:07:35.360 if I want to be more artful. 143 00:07:35.360 --> 00:07:39.240 Now, the first leadership style is autocratic. 144 00:07:39.240 --> 00:07:42.080 Do as I say. 145 00:07:42.080 --> 00:07:44.480 This is useful in a triage situation 146 00:07:44.480 --> 00:07:46.800 where there's no time for input. 147 00:07:46.800 --> 00:07:48.240 It's quick. 148 00:07:48.240 --> 00:07:51.680 In an emergency, the cool under pressure autocrat surgeon 149 00:07:51.680 --> 00:07:53.480 can save a life. 150 00:07:53.480 --> 00:07:56.040 If you're a master chief on a SEAL team, 151 00:07:56.040 --> 00:07:59.120 the autocratic style enables the team to move as a unit. 152 00:07:59.120 --> 00:08:01.640 The leader can make a split second decision. 153 00:08:01.640 --> 00:08:04.520 It could be the difference between mission success 154 00:08:04.520 --> 00:08:06.800 or total disaster. 155 00:08:06.800 --> 00:08:08.800 As a general rule, the autocratic style 156 00:08:08.800 --> 00:08:11.720 is really only useful in small teams. 157 00:08:11.720 --> 00:08:15.040 The surgeon and his team, no time for negotiations here. 158 00:08:15.040 --> 00:08:16.720 Hand me the scalpel. 159 00:08:16.720 --> 00:08:19.160 The SEAL team leader says execute, 160 00:08:19.160 --> 00:08:21.120 and you must do so immediately. 161 00:08:21.120 --> 00:08:22.480 Everything's sequenced. 162 00:08:22.480 --> 00:08:24.080 When the bullets are flying, there 163 00:08:24.080 --> 00:08:26.240 isn't time for discussion. 164 00:08:26.240 --> 00:08:28.760 Those are settings where the do as I say, 165 00:08:28.760 --> 00:08:32.280 no questions asked style of leadership can be helpful. 166 00:08:32.280 --> 00:08:35.960 It's a dictatorial style, but in these situations, 167 00:08:35.960 --> 00:08:38.760 the team signs up for the work knowing that that's 168 00:08:38.760 --> 00:08:40.720 the way it's got to be. 169 00:08:40.720 --> 00:08:43.640 Yet, if this is your style and you're 170 00:08:43.640 --> 00:08:46.160 trying to build a business, you're 171 00:08:46.160 --> 00:08:49.320 going to need to change or accept that your business will 172 00:08:49.320 --> 00:08:51.360 always stay small. 173 00:08:51.360 --> 00:08:53.280 You can intervene in everyone else's business 174 00:08:53.280 --> 00:08:55.520 and control all the outcomes and view yourself 175 00:08:55.520 --> 00:08:58.120 as the one with the final decision authority on everything 176 00:08:58.120 --> 00:09:02.720 if you want to remain small and not retain top talent. 177 00:09:02.720 --> 00:09:06.360 In most organizations, most companies, most nonprofits, 178 00:09:06.360 --> 00:09:09.520 when the leader holds all that decision-making authority 179 00:09:09.520 --> 00:09:11.080 and power, and when the leader doesn't 180 00:09:11.080 --> 00:09:13.920 trust the talent of his team, and when the leader doesn't 181 00:09:13.920 --> 00:09:18.240 consult others, it just leads to low engagement, 182 00:09:18.240 --> 00:09:19.960 and it can create a lack of trust, 183 00:09:19.960 --> 00:09:22.640 and it doesn't give others a sense of ownership. 184 00:09:22.640 --> 00:09:25.920 And honestly, in decades of leadership, 185 00:09:25.920 --> 00:09:28.520 I've only experienced a couple of instances 186 00:09:28.520 --> 00:09:31.560 where this style of leadership was useful in business. 187 00:09:31.560 --> 00:09:36.400 And in those instances, it was just for a temporary emergency. 188 00:09:36.400 --> 00:09:40.600 So if this is your style and it's dominant in you, 189 00:09:40.600 --> 00:09:43.800 you might be more effective to just keep your team small. 190 00:09:43.800 --> 00:09:46.640 If this is your style and you do want to grow the organization, 191 00:09:46.680 --> 00:09:49.840 you're going to have to embrace some personal growth. 192 00:09:49.840 --> 00:09:51.000 That's the first style. 193 00:09:51.000 --> 00:09:54.200 The second style is authoritative. 194 00:09:54.200 --> 00:09:55.640 Follow me. 195 00:09:55.640 --> 00:09:58.880 Now, at least this leader makes it sort of an invitation. 196 00:09:58.880 --> 00:10:00.920 Follow me is. 197 00:10:00.000 --> 00:10:02.580 Technically a command, but it implies expertise 198 00:10:02.580 --> 00:10:04.320 and it can be inspirational. 199 00:10:04.320 --> 00:10:06.040 This style is useful in the early days 200 00:10:06.040 --> 00:10:07.760 of the business or the organization. 201 00:10:07.760 --> 00:10:12.120 It can work later, but only if that leader has real high EQ, 202 00:10:12.120 --> 00:10:14.560 a lot of empathy, a lot of adaptability. 203 00:10:14.560 --> 00:10:17.840 These leaders bring clarity, direction, and vision. 204 00:10:17.840 --> 00:10:20.880 But the problem is, again, growth. 205 00:10:20.880 --> 00:10:24.440 None of us are the best at everything. 206 00:10:24.440 --> 00:10:27.320 And if you are really a whiz at marketing, 207 00:10:27.320 --> 00:10:31.840 you're probably not an absolute whiz at finance or operations, 208 00:10:31.840 --> 00:10:33.320 as someone else might be. 209 00:10:33.320 --> 00:10:35.360 And most people, especially top talent, 210 00:10:35.360 --> 00:10:38.000 don't like to be told what to do. 211 00:10:38.000 --> 00:10:40.960 Authoritative leaders can be overbearing. 212 00:10:40.960 --> 00:10:45.000 The commands to follow me works in your area of expertise, 213 00:10:45.000 --> 00:10:49.680 but you're assuming no one else has supplemental expertise that 214 00:10:49.680 --> 00:10:52.040 could make the outcome even better. 215 00:10:52.040 --> 00:10:53.800 These leaders are sometimes fun to follow 216 00:10:53.800 --> 00:10:56.560 because they might really be the smartest guy in the room 217 00:10:56.560 --> 00:10:58.000 on a certain issue. 218 00:10:58.000 --> 00:10:59.800 But if they don't own their own mistakes, 219 00:10:59.800 --> 00:11:01.360 if they don't have adaptability, they 220 00:11:01.360 --> 00:11:04.840 can become ineffective as the organization grows. 221 00:11:04.840 --> 00:11:08.680 All things being equal, they can grow a department or an organization 222 00:11:08.680 --> 00:11:11.880 quite a bit larger than the autocrat, but growth will still 223 00:11:11.880 --> 00:11:14.480 be limited to his expertise. 224 00:11:14.480 --> 00:11:17.480 And that is unless he's willing to make an honest self-assessment 225 00:11:17.480 --> 00:11:20.080 and adapt and grow. 226 00:11:20.080 --> 00:11:24.600 The third leadership style is pace setting. 227 00:11:24.600 --> 00:11:26.880 Do as I do. 228 00:11:26.880 --> 00:11:29.400 Now, this is actually useful in getting quick results, 229 00:11:29.400 --> 00:11:32.400 but it relies on a team to be very well equipped. 230 00:11:32.400 --> 00:11:34.280 The team needs to be really comfortable 231 00:11:34.280 --> 00:11:36.000 with minimal direction. 232 00:11:36.000 --> 00:11:37.560 This leadership style has been shown 233 00:11:37.560 --> 00:11:41.720 to work well with highly skilled and highly motivated people. 234 00:11:41.720 --> 00:11:43.840 I've seen do as I do leadership style work really 235 00:11:43.840 --> 00:11:48.200 well in a technology situation and in construction, 236 00:11:48.200 --> 00:11:51.600 on a digital transformation team, and on a framing crew. 237 00:11:51.600 --> 00:11:54.320 In the digital transformation team, 238 00:11:54.320 --> 00:11:57.960 they were all very accomplished software engineers and developers. 239 00:11:57.960 --> 00:12:00.080 They had mutual respect for each other's abilities, 240 00:12:00.080 --> 00:12:03.280 and they could all pretty much do as the leader did 241 00:12:03.280 --> 00:12:05.920 and get the job done well and on time. 242 00:12:05.920 --> 00:12:08.600 They didn't need that much feedback or direction. 243 00:12:08.600 --> 00:12:09.800 The leader worked hard. 244 00:12:09.800 --> 00:12:12.840 They did too, and things got done. 245 00:12:12.840 --> 00:12:16.600 Now, on this framing crew, this was on one of my little developments. 246 00:12:16.600 --> 00:12:18.920 These guys are amazing. 247 00:12:18.920 --> 00:12:20.200 They all know what to do. 248 00:12:20.200 --> 00:12:21.780 They all speak German. 249 00:12:21.780 --> 00:12:23.520 They all have the same faith. 250 00:12:23.520 --> 00:12:26.240 And they are so fast. 251 00:12:26.240 --> 00:12:30.240 I mean, you'll literally miss seeing an entire floor go up 252 00:12:30.240 --> 00:12:32.440 if you're not on the site for a day, and maybe just 253 00:12:32.440 --> 00:12:34.680 if you skip between lunch. 254 00:12:34.680 --> 00:12:35.920 They're that fast. 255 00:12:35.920 --> 00:12:37.200 They move in unison. 256 00:12:37.200 --> 00:12:38.000 It's amazing. 257 00:12:38.000 --> 00:12:39.200 It's like a symphony. 258 00:12:39.200 --> 00:12:40.760 They don't waste any steps. 259 00:12:40.760 --> 00:12:44.240 And the leader is one of them, working hard and smart. 260 00:12:44.240 --> 00:12:46.400 Now, this is a pretty effective leadership style 261 00:12:46.400 --> 00:12:49.000 in those project-oriented settings. 262 00:12:49.000 --> 00:12:50.760 If you've got an experienced team, you 263 00:12:50.760 --> 00:12:53.880 can get your goals accomplished really fast here. 264 00:12:53.880 --> 00:12:57.080 But the pace-setting leadership has its limits. 265 00:12:57.080 --> 00:13:00.600 It's really not great at developing apprentices. 266 00:13:00.600 --> 00:13:04.000 Pretty much all the people on the team are already proficient. 267 00:13:04.000 --> 00:13:06.320 I've also seen do-as-I-do cause some employees 268 00:13:06.320 --> 00:13:08.240 to feel really stressed out, especially 269 00:13:08.240 --> 00:13:11.360 in the financial services world, where I've seen this team work 270 00:13:11.360 --> 00:13:13.880 under a boss who works over 80 hours a week. 271 00:13:13.880 --> 00:13:17.020 The team is expected to keep up, and they don't normally 272 00:13:17.020 --> 00:13:19.760 get any feedback, not good or bad. 273 00:13:19.760 --> 00:13:21.320 And in some settings, the team can 274 00:13:21.320 --> 00:13:23.640 feel like they are part of an assembly line, 275 00:13:23.640 --> 00:13:26.560 and that's just not a scalable leadership style. 276 00:13:26.560 --> 00:13:28.240 So pros and cons again. 277 00:13:28.240 --> 00:13:32.680 The fourth leadership style is relational. 278 00:13:32.680 --> 00:13:35.240 People come first. 279 00:13:35.240 --> 00:13:39.200 This style emphasizes inclusion, process, 280 00:13:39.200 --> 00:13:41.000 and interconnectedness. 281 00:13:41.000 --> 00:13:43.200 They do a great job of hearing people out. 282 00:13:43.200 --> 00:13:45.120 They consider everyone's experiences 283 00:13:45.120 --> 00:13:48.280 and their emotional well-being when they're making decisions. 284 00:13:48.280 --> 00:13:50.480 These leaders are very good listeners, 285 00:13:50.480 --> 00:13:52.360 but they're often indecisive. 286 00:13:52.360 --> 00:13:54.760 They sometimes struggle with plans and systems. 287 00:13:54.760 --> 00:13:58.240 They tend to keep poor performers around way too long. 288 00:13:58.240 --> 00:14:00.520 They tend to elevate how people feel, 289 00:14:00.520 --> 00:14:02.760 and they devalue results. 290 00:14:02.760 --> 00:14:05.280 If a relational leader's in a department lead or officer 291 00:14:05.280 --> 00:14:07.840 position, they are often criticized 292 00:14:07.840 --> 00:14:09.580 for slowing things down, and they 293 00:14:09.580 --> 00:14:13.440 drive the decisive leaders that are below them crazy. 294 00:14:13.440 --> 00:14:15.400 They're not confronters, and they don't usually 295 00:14:15.400 --> 00:14:17.520 drive the highest achievement. 296 00:14:17.520 --> 00:14:21.880 That's because the relational components of this leader 297 00:14:21.880 --> 00:14:24.520 wants everyone to feel good, and it usually 298 00:14:24.520 --> 00:14:26.880 discourages healthy competition. 299 00:14:26.880 --> 00:14:30.160 They have strengths, like for example, 300 00:14:30.160 --> 00:14:31.920 in settings where innovation is not needed. 301 00:14:31.920 --> 00:14:35.120 And there are some where it's more of a cash cow maintenance 302 00:14:35.120 --> 00:14:35.640 environment. 303 00:14:35.640 --> 00:14:37.400 The relational leader can do a great job 304 00:14:37.400 --> 00:14:39.280 of making those employees feel really valued, 305 00:14:39.280 --> 00:14:41.200 keep them for a longer period of time. 306 00:14:41.200 --> 00:14:43.240 Relational leaders can also be very effective 307 00:14:43.240 --> 00:14:44.800 in low-level management jobs that 308 00:14:44.800 --> 00:14:46.920 require a mix of talent and personality, 309 00:14:46.920 --> 00:14:50.160 and just a lot of cooperation to achieve the outcomes. 310 00:14:50.160 --> 00:14:56.480 And they're really good at making people feel cared for. 311 00:14:56.480 --> 00:15:00.480 The fifth leadership style is democratic. 312 00:15:00.000 --> 00:15:05.440 What do you think? This differs from relational sense. The question is for the 313 00:15:05.440 --> 00:15:06.840 benefit of the task 314 00:15:06.840 --> 00:15:11.160 at hand. It solicits ideas on the best way to solve a problem. It encourages 315 00:15:11.160 --> 00:15:11.800 creative 316 00:15:11.800 --> 00:15:15.840 no idea is a bad idea environment and when it's combined with healthy 317 00:15:15.840 --> 00:15:18.920 competition there's a strong connectivity between the team members. 318 00:15:18.920 --> 00:15:23.000 It can also set the stage for regret. That's because not everyone's ideas are 319 00:15:23.000 --> 00:15:23.640 good 320 00:15:23.640 --> 00:15:27.880 and not every idea can be implemented. In practice without balance it 321 00:15:27.880 --> 00:15:29.560 leads toward procrastination. 322 00:15:29.720 --> 00:15:33.240 Since you're always waiting for a reply from somebody before you can act 323 00:15:33.240 --> 00:15:36.720 it spreads the risk and it spreads the reward. 324 00:15:36.720 --> 00:15:40.440 But left to itself it becomes bureaucratic and it's unable to handle 325 00:15:40.440 --> 00:15:45.560 an emergency. This leader can become the perennial CYA leader. 326 00:15:45.560 --> 00:15:48.960 However in the right setting 327 00:15:48.960 --> 00:15:52.520 and managed well it creates strong bonds 328 00:15:52.520 --> 00:15:56.480 lots of connections among the team. The sixth 329 00:15:56.800 --> 00:16:00.520 leadership style is coaching. Consider this. 330 00:16:00.520 --> 00:16:04.440 This is a very effective style when you're leading as a mentor. 331 00:16:04.440 --> 00:16:07.440 Helping your team to more accurately assess themselves so they can make 332 00:16:07.440 --> 00:16:08.920 better use of their own abilities. 333 00:16:08.920 --> 00:16:13.480 This leader is willing to shoot straight. He can do this in a very kind 334 00:16:13.480 --> 00:16:16.720 manner but he will tell you what you don't want to hear 335 00:16:16.720 --> 00:16:20.800 so you can become better at what you do. Think in terms of sports. 336 00:16:20.800 --> 00:16:25.360 Do these exercises to strengthen your core so you can jump higher, lose weight, 337 00:16:25.360 --> 00:16:28.880 gain muscle, build more cardio, watch the ball all the way into your hands. 338 00:16:28.880 --> 00:16:33.680 In the typical business organization this is a pretty sophisticated leadership 339 00:16:33.680 --> 00:16:34.160 style. 340 00:16:34.160 --> 00:16:38.800 It requires a lot of observation and the willingness to give very regular 341 00:16:38.800 --> 00:16:39.520 feedback. 342 00:16:39.520 --> 00:16:44.120 This is a time-consuming leadership style. It requires a high skill level 343 00:16:44.120 --> 00:16:47.120 and strong EQ skills. 344 00:16:47.120 --> 00:16:51.440 And it requires a lot of experience in the area that you're coaching. 345 00:16:51.440 --> 00:16:55.200 But it yields great results for the organization. 346 00:16:55.560 --> 00:16:58.720 Team members feel they are being developed to be the best they can be 347 00:16:58.720 --> 00:17:02.920 and if they stay with the organization these better leaders than they were 348 00:17:02.920 --> 00:17:03.520 before 349 00:17:03.520 --> 00:17:06.920 do great things and the organization gains a competitive 350 00:17:06.920 --> 00:17:11.400 advantage. The seventh and final leadership style 351 00:17:11.400 --> 00:17:14.880 is transformational. I develop 352 00:17:14.880 --> 00:17:18.680 winners. These leaders can identify gaps 353 00:17:18.680 --> 00:17:22.680 and they can formulate a vision fast. They help employees embrace change 354 00:17:22.680 --> 00:17:26.520 and they work toward a common goal with a lot of enthusiasm. These leaders tend 355 00:17:26.520 --> 00:17:27.560 to be pretty lousy 356 00:17:27.560 --> 00:17:31.440 at the details. They usually need a bit of girth to succeed. 357 00:17:31.440 --> 00:17:34.800 They're kind of clumsy at the startup phase because they're kind of built for something 358 00:17:34.800 --> 00:17:35.200 bigger. 359 00:17:35.200 --> 00:17:39.520 But they can be dynamic at taking a company 360 00:17:39.520 --> 00:17:42.760 or a non-profit to the next level. They aren't 361 00:17:42.760 --> 00:17:45.960 as good at short-term goals as they are at long-term goals. 362 00:17:45.960 --> 00:17:49.400 They kind of see that long-term better. They typically will burn out 363 00:17:49.400 --> 00:17:53.560 mid to low energy employees. In fact, if you're not an A performer in that 364 00:17:53.560 --> 00:17:54.400 environment 365 00:17:54.400 --> 00:17:58.640 you will probably quit. That's because you'll be under 366 00:17:58.640 --> 00:18:01.880 this transformational leaders intensity. 367 00:18:01.880 --> 00:18:06.160 Transformational leaders challenge assumptions, they take risks, 368 00:18:06.160 --> 00:18:09.440 they solicit team members input, but they aren't normally 369 00:18:09.440 --> 00:18:13.320 super warm and fuzzy. They do all these things for the benefit of the 370 00:18:13.320 --> 00:18:14.200 organization 371 00:18:14.200 --> 00:18:17.600 to win. To win in the marketplace, to win in their 372 00:18:17.640 --> 00:18:23.360 area. Yet at their best, they do provide very equal treatment on clear terms. 373 00:18:23.360 --> 00:18:28.320 And that motivates winners to stay. It's clear. And those who don't like that kind 374 00:18:28.320 --> 00:18:29.200 of clarity, 375 00:18:29.200 --> 00:18:34.080 those that don't fit in, they leave. They motivate their team to work toward a 376 00:18:34.080 --> 00:18:34.920 common goal 377 00:18:34.920 --> 00:18:38.840 with passion. They believe in professional development 378 00:18:38.840 --> 00:18:42.680 but for a purpose. The purpose is that they can grow, 379 00:18:42.680 --> 00:18:45.920 that individual can grow, and that individual when he grows 380 00:18:46.120 --> 00:18:49.800 will do more good things for the company or the organization, 381 00:18:49.800 --> 00:18:53.600 will help be for the benefit of the company or the organization's 382 00:18:53.600 --> 00:18:58.160 goals. So this leader is normally not effective in the maintenance cash cow 383 00:18:58.160 --> 00:18:58.880 business 384 00:18:58.880 --> 00:19:01.840 or in the ones that require really long lead times. 385 00:19:01.840 --> 00:19:06.000 Nor is she effective in the organization that already has crystal clear vision 386 00:19:06.000 --> 00:19:07.320 and just needs a maintainer. 387 00:19:07.320 --> 00:19:11.600 So there you have it. Regardless of where you fall out, 388 00:19:11.600 --> 00:19:14.920 all these leadership styles have pros and cons. 389 00:19:15.000 --> 00:19:18.400 And I'm sure you can think of times when one style would have been more helpful 390 00:19:18.400 --> 00:19:21.600 than another. Knowing the most effective way to get things done 391 00:19:21.600 --> 00:19:25.560 and being willing to deploy the proper style of leadership for the benefit of 392 00:19:25.560 --> 00:19:26.480 the organization, 393 00:19:26.480 --> 00:19:30.640 team, and need of the moment is in fact 394 00:19:30.640 --> 00:19:34.680 the art of leadership. Let's close out with 395 00:19:34.680 --> 00:19:38.160 a graph. And for those of you who are just listening on the podcast, the graph 396 00:19:38.160 --> 00:19:38.800 shows 397 00:19:38.800 --> 00:19:42.640 use of authority on the far left and the area of freedom 398 00:19:42.640 --> 00:19:46.120 for the team on the far right. On the far left, 399 00:19:46.120 --> 00:19:49.480 we have the leader making a decision and she just announces it. 400 00:19:49.480 --> 00:19:52.720 This is an autocratic style of leadership. Then as you make your way to 401 00:19:52.720 --> 00:19:55.160 the right, there's the leader who sells the decision. 402 00:19:55.160 --> 00:19:58.480 There's still no choice in the matter, but at least he tries to win you. And 403 00:19:58.480 --> 00:19:59.760 that's that authoritative leader. 404 00:20:00.000 --> 00:20:03.920 As you make your way to the right, you have increased amounts of freedom for 405 00:20:03.920 --> 00:20:04.640 subordinates 406 00:20:04.640 --> 00:20:08.200 until you reach the far right of the graph. And here the leader permits 407 00:20:08.200 --> 00:20:09.000 subordinates 408 00:20:09.000 --> 00:20:12.720 to help define the limits themselves. They'll even be able to weigh in on the 409 00:20:12.720 --> 00:20:14.440 budget that they're gonna be measured by. 410 00:20:14.440 --> 00:20:19.240 They've got maximum freedom. And then they are held responsible 411 00:20:19.240 --> 00:20:23.280 for the authority they have been given. I kinda lean toward freedom 412 00:20:23.280 --> 00:20:27.000 with a clear understanding of authority and responsibility, but you think this 413 00:20:27.000 --> 00:20:28.960 through for what's best in your 414 00:20:29.120 --> 00:20:32.840 own situation. What is your primary 415 00:20:32.840 --> 00:20:36.080 leadership style? What's the weakness of it? 416 00:20:36.080 --> 00:20:39.640 Which leadership style can you borrow from to be 417 00:20:39.640 --> 00:20:43.960 more effective? You'll always dominate in your natural leadership style, 418 00:20:43.960 --> 00:20:47.440 but you can make enhancements to artfully deploy 419 00:20:47.440 --> 00:20:50.720 the right leadership style for the benefit of the organization, 420 00:20:50.720 --> 00:20:53.880 the team, and the situation at hand. 421 00:20:53.880 --> 00:20:58.280 Well, we just discovered last week that authentic leaders make an honest 422 00:20:58.320 --> 00:20:59.280 self-appraisal. 423 00:20:59.280 --> 00:21:02.520 They endeavor to balance the role of support and 424 00:21:02.520 --> 00:21:06.760 direction for the benefit of the mission. Artful leaders 425 00:21:06.760 --> 00:21:10.320 understand the strengths and weaknesses of various leadership styles, 426 00:21:10.320 --> 00:21:14.400 have thought through theirs, and they endeavor to give away the right amount 427 00:21:14.400 --> 00:21:15.160 of freedom 428 00:21:15.160 --> 00:21:18.560 based on the situation for the benefit of the organization 429 00:21:18.560 --> 00:21:21.560 and the team. Artful leaders 430 00:21:21.560 --> 00:21:25.360 tend to enjoy a higher employee morale. They usually see longer tenure, and as a 431 00:21:25.360 --> 00:21:27.200 general rule, they're more fun to work for. 432 00:21:28.000 --> 00:21:31.120 Next time, we'll look at effective leadership. For now, 433 00:21:31.120 --> 00:21:34.600 to your authentic and artful leadership and 434 00:21:34.600 --> 00:21:36.200 to your freedom. 435 00:21:36.200 --> 00:21:40.400 Hi, I'm David Farah. Thank you for listening to my dad's podcast, 436 00:21:40.400 --> 00:21:44.440 The Barry Farah Show, Culture Shift. Click subscribe now 437 00:21:44.440 --> 00:21:48.440 to be sure you don't miss an episode. Share this podcast with your friends on 438 00:21:48.440 --> 00:21:49.320 social media 439 00:21:49.320 --> 00:21:52.760 and give The Barry Farah Show your five-star rating. 440 00:21:52.760 --> 00:21:53.640 See you next time.