WEBVTT 1 00:00:00.000 --> 00:00:03.000 Today is the first of four short takes on leadership. 2 00:00:03.000 --> 00:00:08.000 We'll discuss authentic, artful, effective, excellent leadership. 3 00:00:08.000 --> 00:00:09.000 That's next. 4 00:00:09.000 --> 00:00:25.000 ♪ 5 00:00:25.000 --> 00:00:26.000 Hey, welcome. 6 00:00:26.000 --> 00:00:27.000 I hope you're doing great. 7 00:00:27.000 --> 00:00:30.000 In case we haven't met yet, I'm Barry Farrar. 8 00:00:30.000 --> 00:00:34.000 I normally speak to a freedom issue on my podcast, The Barry Farrar Show, 9 00:00:34.000 --> 00:00:37.000 and usually to some current event. 10 00:00:37.000 --> 00:00:39.000 But since all real impact comes from leaders, 11 00:00:39.000 --> 00:00:45.000 I thought I'd provide some short takes on what I believe will be helpful to any person 12 00:00:45.000 --> 00:00:48.000 endeavoring to make an impact as a leader. 13 00:00:48.000 --> 00:00:52.000 These four modules on leadership are certainly not everything on the topic. 14 00:00:52.000 --> 00:00:57.000 They are, though, my thoughts on the four most important components of leadership 15 00:00:57.000 --> 00:01:00.000 that allow for sustainable impact. 16 00:01:00.000 --> 00:01:06.000 Now, I've personally had the honor of being in a leadership role for 35 years, 17 00:01:06.000 --> 00:01:10.000 and that was for a number of different companies and nonprofit organizations. 18 00:01:10.000 --> 00:01:12.000 I never ran a Fortune 500 company. 19 00:01:12.000 --> 00:01:15.000 The largest company had 400 employees. 20 00:01:15.000 --> 00:01:22.000 But I was, and still am, the CEO or the chairman, or both, in businesses and nonprofits. 21 00:01:22.000 --> 00:01:26.000 On the business side, they span six different industries. 22 00:01:26.000 --> 00:01:30.000 Nonprofits include political ones, ones that had some religious belief, 23 00:01:30.000 --> 00:01:33.000 and then others with a humanitarian outreach. 24 00:01:33.000 --> 00:01:36.000 I employed a similar approach, and in each instance, 25 00:01:36.000 --> 00:01:39.000 the organization outperformed expectations. 26 00:01:39.000 --> 00:01:44.000 Now, you don't have to be a founder or CEO for these ideas to have some benefit. 27 00:01:44.000 --> 00:01:47.000 Whether you're a line manager or a senior executive, 28 00:01:47.000 --> 00:01:51.000 I believe that these thoughts will provide benefit to your organization 29 00:01:51.000 --> 00:01:54.000 and to those whom you lead. 30 00:01:54.000 --> 00:01:58.000 I'd like to collapse the concept of leadership into four words. 31 00:01:58.000 --> 00:02:03.000 Authentic, artful, effective, and excellent. 32 00:02:03.000 --> 00:02:06.000 In this first module, we look at authentic leadership, 33 00:02:06.000 --> 00:02:09.000 and this is through the lens of the role of a leader. 34 00:02:09.000 --> 00:02:12.000 So let's first look at some definitions. 35 00:02:12.000 --> 00:02:15.000 Leadership is all about change. 36 00:02:15.000 --> 00:02:19.000 All change is the result of leadership, good or bad. 37 00:02:19.000 --> 00:02:24.000 Leadership results in a difference between what happened yesterday and what's happening today, 38 00:02:24.000 --> 00:02:27.000 and that is all change that's in an organization. 39 00:02:27.000 --> 00:02:31.000 Leading is all about intentional influence. 40 00:02:31.000 --> 00:02:35.000 Deliberate impact is what the role of leading is. 41 00:02:35.000 --> 00:02:39.000 Leader is the person, and that's all about three things. 42 00:02:39.000 --> 00:02:43.000 Character, competence, and community. 43 00:02:43.000 --> 00:02:46.000 A good or bad leader is defined by these three things. 44 00:02:46.000 --> 00:02:51.000 Character includes the integrity, the grit, and the openness of the individual who's actually leading. 45 00:02:51.000 --> 00:02:56.000 Competence is the capability to do the job that the person who's the leader has, 46 00:02:56.000 --> 00:02:58.000 his capabilities, his gifts. 47 00:02:58.000 --> 00:03:03.000 And community is the degree to which the leader is good at creating the culture 48 00:03:03.000 --> 00:03:09.000 that fosters a fun, energizing environment, or a productive, healthy, hard-charging environment, 49 00:03:09.000 --> 00:03:12.000 or whatever the culture is. 50 00:03:12.000 --> 00:03:19.000 Leader development is all about character transformation and personal growth. 51 00:03:19.000 --> 00:03:25.000 And this is where you allow yourself to expand, to improve, and to change in positive ways. 52 00:03:25.000 --> 00:03:28.000 When your character is aligned with truth, 53 00:03:28.000 --> 00:03:32.000 and your capabilities are integrated with your actual leadership role, 54 00:03:32.000 --> 00:03:36.000 you've got the potential to fulfill your call. 55 00:03:36.000 --> 00:03:39.000 And that is the goal of leader development. 56 00:03:39.000 --> 00:03:44.000 Unfortunately, many would-be great leaders fall short. 57 00:03:44.000 --> 00:03:48.000 And that's usually due to character issues that have been unchecked. 58 00:03:48.000 --> 00:03:53.000 People can feel it when a leader has serious character flaws. 59 00:03:53.000 --> 00:03:56.000 And in the long term, they aren't that great at leading. 60 00:03:56.000 --> 00:04:00.000 So to condense the character needed to be a good leader, 61 00:04:00.000 --> 00:04:02.000 I take that down to one idea. 62 00:04:02.000 --> 00:04:06.000 And I would just use the concept of authenticity. 63 00:04:06.000 --> 00:04:09.000 Now, this is linked to the notion of humility. 64 00:04:09.000 --> 00:04:12.000 Not a false humility, but the real definition of the word. 65 00:04:12.000 --> 00:04:16.000 And that is that you have a sound estimate of yourself. 66 00:04:16.000 --> 00:04:19.000 When we have a sound estimate of ourselves, we're easier to follow. 67 00:04:19.000 --> 00:04:23.000 And this is the essence of an authentic leader. 68 00:04:23.000 --> 00:04:26.000 You've heard people say, you know, that guy's the real deal. 69 00:04:26.000 --> 00:04:28.000 That's authenticity. 70 00:04:28.000 --> 00:04:33.000 It means that whatever you say is exactly the same thing as the reality that's on the ground. 71 00:04:33.000 --> 00:04:36.000 And it means that what you claim is fully trustworthy. 72 00:04:36.000 --> 00:04:39.000 Authenticity's not that complex. 73 00:04:39.000 --> 00:04:42.000 Yet, it creates an environment of trust and mutual respect. 74 00:04:42.000 --> 00:04:46.000 Not only is it linked to humility, it's linked to integrity. 75 00:04:46.000 --> 00:04:51.000 Integrity's not only truthful, it's whole and complete. 76 00:04:51.000 --> 00:04:55.000 This is the simple but powerful idea of being clear about your cultural pillars 77 00:04:55.000 --> 00:04:59.000 and really meaning them, not changing them in midstream. 78 00:05:00.000 --> 00:05:02.040 cultural pillars later. 79 00:05:02.040 --> 00:05:06.160 To flush out authenticity, let's look at leadership functions, 80 00:05:06.160 --> 00:05:08.920 leadership responsibilities, and roles. 81 00:05:08.920 --> 00:05:11.240 First, leadership functions. 82 00:05:11.240 --> 00:05:14.520 These can be roughly described in three large circles. 83 00:05:14.520 --> 00:05:18.240 Lead, equip, and care. 84 00:05:18.240 --> 00:05:21.880 In any organization, the three circles intersect. 85 00:05:21.880 --> 00:05:24.960 Under lead, you have four primary functions. 86 00:05:24.960 --> 00:05:26.680 You give direction. 87 00:05:26.680 --> 00:05:28.400 You provide inspiration. 88 00:05:28.480 --> 00:05:30.960 It's a reason, a purpose for the effort. 89 00:05:30.960 --> 00:05:33.080 You provide discipline when needed. 90 00:05:33.080 --> 00:05:35.360 You provide order and a layout. 91 00:05:35.360 --> 00:05:37.280 You organize. 92 00:05:37.280 --> 00:05:40.920 Under equip, you're focusing less on the actual task 93 00:05:40.920 --> 00:05:43.160 and more on developing your team member 94 00:05:43.160 --> 00:05:45.160 on how to handle the task. 95 00:05:45.160 --> 00:05:46.880 You develop her talents. 96 00:05:46.880 --> 00:05:49.560 You develop and celebrate a particular specialty 97 00:05:49.560 --> 00:05:51.080 your team member might have. 98 00:05:52.040 --> 00:05:54.880 You help your team member develop character. 99 00:05:54.880 --> 00:05:59.440 You understand, or you help her understand 100 00:05:59.440 --> 00:06:01.040 that everything's challenging. 101 00:06:01.040 --> 00:06:02.800 So you help her with perseverance. 102 00:06:02.800 --> 00:06:05.720 You help her see the benefit of finishing a job. 103 00:06:05.720 --> 00:06:07.000 So you help her with excellence. 104 00:06:07.000 --> 00:06:09.920 You encourage her to be open about her own shortcomings 105 00:06:09.920 --> 00:06:12.240 so she can be more self-aware and improve too. 106 00:06:12.240 --> 00:06:15.280 And this strengthens her internal grit. 107 00:06:16.560 --> 00:06:20.400 Under care, you take care of the team member's career 108 00:06:20.400 --> 00:06:22.440 and her personal welfare. 109 00:06:22.440 --> 00:06:23.680 You empathize. 110 00:06:23.680 --> 00:06:25.600 You build a relationship of trust. 111 00:06:25.600 --> 00:06:26.800 You listen to them. 112 00:06:26.800 --> 00:06:28.080 It's the real safe place. 113 00:06:28.080 --> 00:06:29.720 It's not a place that isolates someone 114 00:06:29.720 --> 00:06:31.920 from the reality of the world. 115 00:06:31.920 --> 00:06:33.080 That's not a real place. 116 00:06:33.080 --> 00:06:34.520 It's a place where your ability 117 00:06:34.520 --> 00:06:36.960 to legitimately take care of your team 118 00:06:36.960 --> 00:06:39.760 makes you the safe place. 119 00:06:39.760 --> 00:06:44.280 Your care gives that team member the freedom to be open. 120 00:06:44.280 --> 00:06:46.400 You provide a relational environment 121 00:06:46.400 --> 00:06:48.600 where it's okay to make mistakes. 122 00:06:48.600 --> 00:06:49.760 So when those three circles 123 00:06:49.760 --> 00:06:51.600 of leadership function intersect, 124 00:06:51.600 --> 00:06:53.720 we find a truth. 125 00:06:53.720 --> 00:06:57.880 As a general rule, most of us are not great at all three. 126 00:06:57.880 --> 00:07:00.880 I'd go so far as to say that, at least in my experience, 127 00:07:00.880 --> 00:07:04.160 I've never known anyone who was great at all three. 128 00:07:04.160 --> 00:07:06.600 You're usually dominant in one, 129 00:07:06.600 --> 00:07:08.360 and then you're okay at another, 130 00:07:08.360 --> 00:07:11.480 and then the third is it's just not a natural strength. 131 00:07:11.480 --> 00:07:14.920 Yet your goal is to lead with these three functions 132 00:07:14.920 --> 00:07:18.120 as a good steward of your leadership strengths. 133 00:07:18.120 --> 00:07:19.400 So what I've learned over the years 134 00:07:20.040 --> 00:07:22.080 is that an authentic leader will accept his limitations 135 00:07:22.080 --> 00:07:24.000 and endeavor to work around the edges 136 00:07:24.000 --> 00:07:28.240 to improve in areas he can for the benefit of others. 137 00:07:28.240 --> 00:07:29.280 So what I'm gonna recommend you do 138 00:07:29.280 --> 00:07:32.160 is just take a quick minute to reflect on your ability 139 00:07:32.160 --> 00:07:34.160 in each of these three leadership functions. 140 00:07:34.160 --> 00:07:38.480 Give yourself a moment to provide a real self-appraisal. 141 00:07:38.480 --> 00:07:39.920 On a scale of one to five, 142 00:07:39.920 --> 00:07:43.080 rank yourself with five being awesome. 143 00:07:43.080 --> 00:07:47.120 If you're a five with the functions under lead, 144 00:07:47.160 --> 00:07:49.760 you're probably a one or a two on equip or care. 145 00:07:49.760 --> 00:07:53.200 The same is true if you're a five with equip. 146 00:07:53.200 --> 00:07:56.480 You're probably a one or two in lead or care. 147 00:07:56.480 --> 00:07:58.160 And if you're a five with care, 148 00:07:58.160 --> 00:08:01.720 you're probably a one or two in lead or equip. 149 00:08:01.720 --> 00:08:04.800 I've found that being honest with myself is freeing. 150 00:08:04.800 --> 00:08:07.560 Now, take your four or five score, 151 00:08:07.560 --> 00:08:09.000 and we'll just pick on me. 152 00:08:09.000 --> 00:08:12.240 My highest score's in lead, equip's average, 153 00:08:12.240 --> 00:08:16.000 and my natural care score is one or a two. 154 00:08:16.000 --> 00:08:18.000 The idea here is to expect a low score 155 00:08:18.000 --> 00:08:19.440 in at least one circle. 156 00:08:19.440 --> 00:08:20.960 So take your one to three scores 157 00:08:20.960 --> 00:08:23.040 and think about what you could do around the edges 158 00:08:23.040 --> 00:08:24.280 to improve it. 159 00:08:24.280 --> 00:08:26.360 I had a pretty high lead and a three on equip, 160 00:08:26.360 --> 00:08:30.400 but I really wasn't natural or good with care. 161 00:08:30.400 --> 00:08:32.880 Keep in mind that you can be a loving and caring person 162 00:08:32.880 --> 00:08:35.320 and have a low care leadership skill level. 163 00:08:35.320 --> 00:08:37.679 So don't get too distracted by the terms 164 00:08:37.679 --> 00:08:39.880 outside of the leadership functions. 165 00:08:39.880 --> 00:08:44.880 Anyway, I made it my goal to get to a three in care. 166 00:08:45.480 --> 00:08:48.720 And over the years, I've mostly gotten there, 167 00:08:48.720 --> 00:08:50.800 but I have to think about it. 168 00:08:50.800 --> 00:08:53.840 I had to think of ways that I could change, 169 00:08:53.840 --> 00:08:56.760 how I could improve and be more relational. 170 00:08:56.760 --> 00:08:59.080 I actually began to deliberately say things 171 00:08:59.080 --> 00:09:01.320 that would create more relational warmth 172 00:09:01.320 --> 00:09:02.920 with my subordinates. 173 00:09:02.920 --> 00:09:06.640 I even had to walk slower, force myself to sit down, 174 00:09:06.640 --> 00:09:10.080 and especially around those that were two levels below me. 175 00:09:10.080 --> 00:09:13.080 And then I actually became a little bit more that way. 176 00:09:13.080 --> 00:09:14.720 Now, the goal here is not perfection. 177 00:09:15.560 --> 00:09:16.400 That's not gonna happen. 178 00:09:16.400 --> 00:09:18.400 You'll always be more dominant in one strength 179 00:09:18.400 --> 00:09:19.240 over the others. 180 00:09:19.240 --> 00:09:21.840 The goal is to know yourself well enough 181 00:09:21.840 --> 00:09:23.640 to be able to self-correct. 182 00:09:23.640 --> 00:09:26.960 If lead is not needed in a situation that much, 183 00:09:26.960 --> 00:09:30.520 and care is gonna be more helpful than equip, 184 00:09:30.520 --> 00:09:34.560 I at least have the tools to muddle through. 185 00:09:34.560 --> 00:09:37.240 But the real goal is self-awareness, 186 00:09:37.240 --> 00:09:42.240 and that takes humility, and that yields authenticity. 187 00:09:42.400 --> 00:09:44.280 I've learned over the years that my subordinates 188 00:09:44.840 --> 00:09:47.680 don't expect perfection, just authenticity. 189 00:09:47.680 --> 00:09:49.960 And that has the nifty side benefit 190 00:09:49.960 --> 00:09:52.880 of improving your overall effectiveness. 191 00:09:52.880 --> 00:09:54.600 So those are the three leadership functions, 192 00:09:54.600 --> 00:09:56.600 and if you're an authentic leader, 193 00:09:56.600 --> 00:09:58.360 you'll be honest with yourself and others 194 00:09:58.360 --> 00:10:00.400 about your strengths and your weaknesses. 195 00:10:00.000 --> 00:10:03.800 in all three of the leadership functions. 196 00:10:03.800 --> 00:10:07.840 Now, similar but different from the functions are the three 197 00:10:07.840 --> 00:10:12.260 leadership responsibilities. These are the actual obligations of the 198 00:10:12.260 --> 00:10:15.840 leader and those obligations need to be handled by someone 199 00:10:15.840 --> 00:10:19.440 in leadership. They also have three intersecting circles. 200 00:10:19.440 --> 00:10:23.960 The first is task. This is similar to the function of lead. This is where you give 201 00:10:23.960 --> 00:10:26.120 direction, you clarify tasks and 202 00:10:26.120 --> 00:10:29.760 clarify the vision, you provide structure to accomplish the vision, 203 00:10:29.760 --> 00:10:34.200 this is where you support activities for a particular task, 204 00:10:34.200 --> 00:10:37.960 this is where you dive into the problem-solving schematic. As a general 205 00:10:37.960 --> 00:10:41.800 rule, this follows the high D from that disk test if you're familiar with that, 206 00:10:41.800 --> 00:10:45.080 this is where one of your motivating drivers is really just to get 207 00:10:45.080 --> 00:10:48.920 the task done. And if you have high 208 00:10:48.920 --> 00:10:52.000 task, you have a naturally high concern for 209 00:10:52.000 --> 00:10:56.400 all the duties and the vision accomplishment. The second leadership 210 00:10:56.400 --> 00:10:57.600 responsibility 211 00:10:57.960 --> 00:11:01.680 is inspire. Though the first three circles 212 00:11:01.680 --> 00:11:06.080 under functions are not a hundred percent correlated to responsibilities, 213 00:11:06.080 --> 00:11:10.360 this is kinda similar to equip. This is where you motivate followers toward the 214 00:11:10.360 --> 00:11:10.880 vision, 215 00:11:10.880 --> 00:11:14.520 where you encourage perseverance, where you encourage corporate 216 00:11:14.520 --> 00:11:19.000 integrity, where you refresh the memory of everybody on the team 217 00:11:19.000 --> 00:11:22.640 on values and the purpose of the organization and why there is an 218 00:11:22.640 --> 00:11:24.080 organizational structure. 219 00:11:24.080 --> 00:11:27.360 This is where the welfare of the corporate culture is emphasized 220 00:11:27.600 --> 00:11:32.320 this is where your actions model inspiring people to follow you, 221 00:11:32.320 --> 00:11:37.040 this is where you celebrate the values. You're a true believer 222 00:11:37.040 --> 00:11:42.040 in the mission. You're contagious. The third 223 00:11:42.040 --> 00:11:45.040 leadership responsibility is people. 224 00:11:45.040 --> 00:11:48.440 Though these things are really independent and there's really 225 00:11:48.440 --> 00:11:52.000 uncorrelated components between leadership functions 226 00:11:52.000 --> 00:11:56.240 and responsibilities, this responsibility of people is similar to care. 227 00:11:56.400 --> 00:11:59.880 This is where your responsibility is to develop people. This is where 228 00:11:59.880 --> 00:12:03.600 you build relationships. This is where you solve relational problems. 229 00:12:03.600 --> 00:12:07.520 This is where your people know that you have a high concern 230 00:12:07.520 --> 00:12:11.680 for their personal welfare. So these are the three leadership 231 00:12:11.680 --> 00:12:14.920 responsibilities. And if you can think of them as three circles, they have these 232 00:12:14.920 --> 00:12:16.200 intersecting points. 233 00:12:16.200 --> 00:12:19.840 So similar to functions, most leaders are not great at all three 234 00:12:19.840 --> 00:12:20.880 responsibilities. 235 00:12:20.880 --> 00:12:24.360 You're usually dominant in one and okay at another. 236 00:12:24.560 --> 00:12:29.000 The third's just not that natural for you. Yet your goal is to operate to some 237 00:12:29.000 --> 00:12:31.040 extent in all three responsibilities 238 00:12:31.040 --> 00:12:35.000 and to know when you need to reach out for help in an area that you're not 239 00:12:35.000 --> 00:12:39.880 that good at. So, being aware of my limits 240 00:12:39.880 --> 00:12:43.360 and being willing to improve them has proven to be really helpful. 241 00:12:43.360 --> 00:12:47.760 But don't overdo this. I think you should function in your strongest circle 242 00:12:47.760 --> 00:12:52.320 most of the time. It's just good for you as an authentic leader 243 00:12:52.760 --> 00:12:56.640 to be able to go through this self-appraisal exercise once in a while. It helps you 244 00:12:56.640 --> 00:13:00.200 be more relatable. And even if you're a ten-talent man, you think you're like a 245 00:13:00.200 --> 00:13:01.000 perfect leader, 246 00:13:01.000 --> 00:13:04.960 you'll be the first one that I know, you need to convey to your team 247 00:13:04.960 --> 00:13:08.280 that it's okay to improve and that it's okay to work together. 248 00:13:08.280 --> 00:13:11.800 Here again, let's just take a minute to reflect on your ability in each of these 249 00:13:11.800 --> 00:13:13.720 three leadership responsibilities. 250 00:13:13.720 --> 00:13:18.000 The same scoring is here. On a scale of one to five, 251 00:13:18.320 --> 00:13:23.320 rank yourself with five being awesome. If you're a five with responsibilities 252 00:13:23.320 --> 00:13:24.560 under people, 253 00:13:24.560 --> 00:13:28.960 you're probably a one or two on task or inspire. And just like before, 254 00:13:28.960 --> 00:13:32.640 give yourself an honest self-assessment. Now, 255 00:13:32.640 --> 00:13:36.320 take your four or five score, and let's say it's in the arena of people, 256 00:13:36.320 --> 00:13:39.480 and do the best you can at an accurate 257 00:13:39.480 --> 00:13:44.280 assessment of task and inspire. You're probably a one or a two, maybe a three, 258 00:13:44.440 --> 00:13:48.000 in those other areas. Now, think about what you could do around the edges to 259 00:13:48.000 --> 00:13:49.360 improve your lower score. 260 00:13:49.360 --> 00:13:53.880 And that gives you to get those leadership responsibilities taken care of 261 00:13:53.880 --> 00:13:54.320 better. 262 00:13:54.320 --> 00:13:58.880 By the way, you can love people and have a low people responsibility score. So 263 00:13:58.880 --> 00:14:01.880 again, don't get too distracted by the terms outside of the leadership 264 00:14:01.880 --> 00:14:02.880 responsibilities. 265 00:14:02.880 --> 00:14:06.040 Anyway, you can make it your goal to get to a three 266 00:14:06.040 --> 00:14:09.800 in the areas that you're low, and you'll find that you'll become more that way to 267 00:14:09.800 --> 00:14:10.440 an extent 268 00:14:10.440 --> 00:14:13.600 over time. But if you score a one or a two, 269 00:14:13.600 --> 00:14:17.800 that area is just not ever gonna come naturally to you. To grow, you're gonna have to 270 00:14:17.800 --> 00:14:18.920 be deliberate. 271 00:14:18.920 --> 00:14:23.360 And again, the goal here isn't perfection. But just like with leadership functions, 272 00:14:23.360 --> 00:14:25.680 your leadership responsibilities will always have 273 00:14:25.680 --> 00:14:29.560 within you one that's more dominant in one strength over the others. 274 00:14:29.560 --> 00:14:34.000 The goal is to know yourself well enough to be able to self-correct. 275 00:14:34.000 --> 00:14:38.040 What is the most important leadership responsibility in this 276 00:14:38.080 --> 00:14:41.040 situation? Authenticity 277 00:14:41.040 --> 00:14:44.720 is self-aware. It's not always about the person. 278 00:14:44.720 --> 00:14:47.840 That way the leader can reduce his self-absorption. 279 00:14:47.840 --> 00:14:52.440 Authenticity is the ability to communicate with a sense of confidence. 280 00:14:52.440 --> 00:14:56.280 You never have to remember a lie. You don't have to triangulate your team. 281 00:14:56.280 --> 00:14:59.960 You can handle both the functions of leadership and the response of 282 00:15:00.000 --> 00:15:05.200 abilities of leadership well. In my experience, the more I simplify things, the more effective 283 00:15:05.200 --> 00:15:11.520 I become. So I'm going to try to simplify authenticity as it relates to your roles. 284 00:15:11.520 --> 00:15:18.840 Now you can collapse the functions and the responsibilities into just two overall leadership 285 00:15:18.840 --> 00:15:25.480 roles. One's directional and the other is supportive. On the directional side, you are 286 00:15:25.480 --> 00:15:31.680 clarifying where you're going and why. You cast the mission, the vision and the values 287 00:15:31.680 --> 00:15:37.960 and you lay out the goals. You direct your team on what to focus on. These directional 288 00:15:37.960 --> 00:15:43.800 initiatives are essential. The organization can't exist without direction. This is one 289 00:15:43.800 --> 00:15:48.520 of the primary leadership roles. For those of us where this comes easy, we need to remember 290 00:15:48.520 --> 00:15:53.820 there's another side. On the supportive side, you help people develop and accomplish whatever 291 00:15:53.820 --> 00:15:59.500 you have them working on. You give them coaching, you facilitate, you teach, you encourage, 292 00:15:59.500 --> 00:16:04.580 you model the right behavior and the right problem solving capabilities and you provide 293 00:16:04.580 --> 00:16:11.260 the resources needed to be successful. Without the supportive role of leadership, there would 294 00:16:11.260 --> 00:16:17.420 be no professional development, no great company culture. The organization won't long last 295 00:16:17.420 --> 00:16:23.460 without the supportive role as well. So whether you're more naturally supportive or more able 296 00:16:23.460 --> 00:16:30.060 easily to give direction, you need both to be effective over the long term. An authentic 297 00:16:30.060 --> 00:16:35.540 leader is genuine. He understands the functions of leadership and is willing to make some 298 00:16:35.540 --> 00:16:41.820 personal adjustments to make sure all three are handled. She understands the responsibilities 299 00:16:41.820 --> 00:16:46.140 of leadership and is willing to think through the internal character issues that allow her 300 00:16:46.140 --> 00:16:50.940 to enhance the completion of the ones that are not her natural gifting. All the functions 301 00:16:51.060 --> 00:16:55.220 and all the responsibilities of leadership need to be accomplished. When we're honest 302 00:16:55.220 --> 00:17:02.380 with what we are good at and not so good at, it helps us. Because then we can endeavor 303 00:17:02.380 --> 00:17:09.380 to fulfill with others and openness, all the functions and all the responsibilities. And 304 00:17:09.380 --> 00:17:14.619 that right there is authentic leadership. The authentic leader understands that he's 305 00:17:14.619 --> 00:17:19.380 always either directing or supporting and he endeavors to balance the two for the benefit 306 00:17:19.380 --> 00:17:25.460 of the organization. He's honest and he navigates the roles of leadership with humility. 307 00:17:25.460 --> 00:17:31.980 Hey, thanks for joining us. Next time, we look at artful leadership to your success 308 00:17:31.980 --> 00:17:32.980 and to your freedom. 309 00:17:32.980 --> 00:17:39.060 Hi, I'm David Farah. Thank you for listening to my dad's podcast, The Barry Farah Show, 310 00:17:39.060 --> 00:17:44.700 Culture Shift. Click subscribe now to be sure you don't miss an episode. Share this podcast 311 00:17:44.780 --> 00:17:49.940 with your friends on social media and give The Barry Farah Show your five star rating. 312 00:17:49.940 --> 00:17:50.700 See you next time.