Executive PA Magazine Autumn 2022 Executive PA Magazine Autumn 2022 | Page 55

DEVELOPMENT
In business we too see such legends are created . This is often through founder stories or employees who , in a business sense , have created legacies or left an indelible mark through initiatives and ideas .
A major evolution in leadership theories from that of destiny alone is ‘ trait theory ’, perhaps best surmised through ideas shared in Napoleon Hill ’ s 1937 book Think and Grow Rich . Apparently , the project was 20-years of researching leaders , from politics and business to science and sport , to identify common key ingredients to success .
The book , which remains a best seller in the personal development genre , lists nine qualities of leadership – clues as to how you , within your role , may be perceived of higher value across the peer groups and departments you serve : w Unwavering courage w Self-control w A keen sense of justice w Definiteness of decision w A pleasing personality w Sympathy and understanding w Mastery of detail w A willingness to assume full responsibility w Co-operation
I ’ m sure you ’ ll agree that , despite dating back to almost 100 years ago , the list is still very relevant – and probably sounds very familiar as common dispositions of an EA .
There is one to perhaps take special note of – number 4 . Have you heard of the expression : ‘ crossing the Rubicon ’? Essentially a metaphor , it relates to the moment Julius Caesar crossed his army over the Rubicon River . It was an irreversible , calculated decision , sparking civil war that ultimately led to his own destiny .
Great leaders make decisions assuredly and swiftly , as circumstances require , based on solid , holistic information at hand – plus their intuition . They change their minds steadily and slowly – if at all . On the other hand , someone who constantly flip-flops their opinions and decisions might be perceived lacking confidence or certainty . And this creates confusion amongst the followers in the tribe .
From traits to behaviours Beyond trait theory came behaviour theory , and there are two key aspects worth your consideration here . Let ’ s look to the Blake Moulton Managerial Grid where leaders were mapped against natural behaviour relating to two primary axes : w Priority on tasks or ‘ production ’ w Priority with regards to ‘ people ’
Leaders with a strong production focus ( and far less on people ) may have a natural leadership behaviour style that would be considered dictatorial . Conversely , leaders high on people and less so on production may be considered more accommodating in their approach .
Later theories add to this that behaviour theory is a good starting point to recognise those leaders who have an ability to adapt behaviour-based situations – they may prove more versatile and worthy of being followed in the long run .
Another observation from behaviour theory proves highly relevant for our current times – leaders who could ‘ walk the floor in turmoil ’ are ones people are more inclined to listen to and follow . Look at Boris ’ s parties , or state leaders playing politics for the case of popularity and polling a little closer to home . At times , they ’ ve not walked the same path as the citizens they serve .
This – decisions and rules made during a global pandemic often not being respected or followed by those calling the shots – has been a complaint against leaders over the past few years , especially political ones .
Emotional intelligence There are many other leadership theories and a common skill to hone or work on them is that of emotional intelligence .
The power of applying EQ really does positively impact the perception of you as a leader , and give you the skills required to powerfully lead : w Self-awareness : Know thyself w Self-regulation : Think before you leap or act w Social awareness : The consideration of others w Social regulation : Adapt when dealing with your outer world w Drive : A propensity for positive momentum forward , including resilience .
There ’ s a clue in the word itself ... There are several actions you may take from this piece but let ’ s close by saying this : The clue is in the title and the action .
In the same vein of Audrey Hepburn-style pick-me-ups ( I ’ m thinking ‘ Nothing ’ s impossible – the word itself says “ I ’ m possible ”’) remind yourself that everyone truly is a leader . And you ’ re perhaps in a small group – maybe even the only role in the world – whose title is intrinsically linked to the action . Whether it ’ s taking a lead , being a leader or demonstrating strong leadership , ‘ ea ’ lives within the words !
You don ’ t need an official title to be a leader . First be confident within your own skin . Then , simply show the fruit in the basket , so to speak , as you systematically and regularly resolve problems for virtually every little pocket of your own business tribe . S www . markcarter . com . au
THE EXPERT
Mark Carter is an international keynote speaker , trainer and coach . He has over 20 years ’ experience as a global learning and development professional . His TEDxCasey talk ‘ Paws and Effect : how teddy bears increase value perception ’ was the movie trailer for his latest book Add Value .
Autumn Issue 2022 | Executive PA 55