The simplicity of leadership - look in the mirror

A case study of how the most effective managers and the best strategic minds can build an exceptional business, but it’s only the authentic connection between the people and their leader that makes their hearts truly soar.

– Kim Kemp

I

have had the privilege to work with many executives and top performing companies over the last 16 years. I have read many books on leadership and attended many courses on the topic to keep up to date on the latest thinking around leadership. I have gained insights into different kinds of leadership styles and the effectiveness of different business cultures.

from each unique experience; it is however uncommon for me to feel sufficiently moved about the topic to actually put pen to paper. I feel there is so much out there on the leadership topic and who wants to read another article that just says the same thing in a different way?

So what’s moved me? In all my interactions, the focus has been on how to increase or sustain organisational success or to get more out of their human capital. I have generally found that most organisations’ leaders know what it will take to increase their effectiveness. At the same time, I also find that many are too afraid to make the real changes - too afraid of what

54 Management Today | September 2011 I have learnt something new and grown

the rest of the business will think, too afraid to put themselves out there, or move or act too little or too late. The truth being said, it’s easy to continuously build technical competence – most people get this, but it takes a bit more convincing to change organisational culture.

The reality is to take a real look in the mirror and this means making some fundamental changes in personal behaviour. It means having the courage to see things in ourselves, our teams and our businesses that we don’t necessarily want to see. It’s easier to measure our success on the basis of the numbers and say we are doing well. We drive performance in these areas at all costs and somehow sustainability and meaning tends to be impacted along the way. It starts to feel more of the same with more pressure at a higher price, and to be frank, at some point I have begun to get a little bored with this ‘sausage machine’ approach.

Surely there is more meaning to all of this than just making the numbers?

My answer has come in a way from a source that I least expected it to come from. I have