What first time leaders need to know

“I wish I’d known the impact of my strengths in being my superpower and sometimes my super villain. In identifying and owning my difference earlier I would’ve known how to use these strengths more effectively.” Samantha Woolven, Director of People, Communications
and Sustainability – Shoreham Port

As a leader, knowing our strengths teaches us how to better respond – rather than react – to the people and the situation around us. And when we use strengths as a leadership approach, we are over 80% more likely to have higher levels of performance than those that don’t. Which just goes to show how unique we all are and how powerful it can be when we all work together and honour and contribute what we do best.

“Knowing my strengths would have allowed me to focus my energy on this rather than worry so much about not exposing my weaknesses. I would have been a more honest leader in the early years.” Daniel Short, Managing Director, Greenacre Group

We are all motivated by different things

In the same way that we all have our own unique set of strengths, we are all motivated by different things. Yet on 2 in 10 employees strongly agree that their performance is managed in a way that motivates them to do outstanding work.

Leaders need to understand what individuals want and need because these will be different for everyone. Whenever we ask a group of people in a room what motivates them, there are rarely two answers the same, so it’s not straight forward and it can shift as needs are met and situations change.

As human beings we all have interests, family and friends. Leaders need to take the time to understand these things and what drives people.

Unless you take the time to listen and understand people, what lights them up and energises and engages them, as well as what drains and frustrates them, you will never be able to motivate them.

“Understanding that everyone is motivated in different ways and by different things would have helped me tap into their potential quicker and easier, and give me less headaches and stress.”Barry Forsythe, Greenacre Recruitment

“I wish I’d understood earlier what motivates and energises me. It would have helped me avoid some situations where I became unmotivated and disengaged! It also helps me to understand those around me.” Nadine Tapp, Head of Group Academy, Flagship Group

You don’t need to have all the answers

Speak less, listen more

Listening is one of the most powerful tools a leader can have to build trust and loyalty in a team. It lets others know that they are important to you and that you value what they have to say. There is, of course, a big difference between listening with intention and listening for your turn to speak and share your knowledge, advice or ideas!

There is real power in asking a question and then staying quiet to let the other person speak and fill the silence so they can discover the answer for themselves. As leadership expert Simon Sinek say, as a leader the skill of holding your opinions to yourself until everyone else has spoken does two things. Firstly, it gives everybody else the feeling they have been heard and the ability to feel they have contributed. Secondly, you get the benefit of hearing what everyone else thinks before you give your opinion.

“I wish I had known to speak less and listen more. I had great teams but sometimes I went into the “fix it” mode (maybe to prove I was good enough) but now I know they nearly always had the answer themselves and my role was to listen, add to what they were suggesting.” Pamela Leonce, CEO, Stowhill Careers

“Positively listen to others and build a conversation around them bringing in others to achieve a group dynamic rather than stepping in too early with my ideas.” Alan Lewin, Non–Executive Director, Greenacre Consult.

Empathy is a super power, not a weakness

Empathy has always been an important skill for leaders which has intensified as a result of the pandemic. When we experience difficult times, burnout or struggle to find happiness at work, empathy can be a power way of contributing more positive experiences for individuals and teams.

Research shows that empathy drives positive results for organisation’s – from productivity and creativity to engagement and employee retention.When people feel their leaders are more empathetic they are 86% more able to navigate the demands of their work and life. And a study by Qualtrics found that when leaders were perceived as more empathetic, people reported greater levels of mental health.

“I wish I’d known the importance of developing soft skills. Empathy is a superpower, not a weakness.”Dale Wordley, Operations Director, NCLS

Share learning and knowledge

One of the most important jobs of any leader is to create an environment where people can feel safe in sharing their knowledge and ideas, without fear of negative consequences. And when this happens, people are more willing to take risks, admit mistakes and collaborate with others.

Ideas can come from anywhere and organisation’s and teams are full of diverse perspectives, strengths and experiences. A leaders job is to make the space for others to collaborate, share their ideas and perspectives and learn together.

“Sharing our learning and understanding so everyone can benefit from it. We’ve made mistakes along the way, but some of our best achievements have come off the back of those mistakes.” Trish Worden, Head of Cyclical Works, Flagship Group

Create a compelling vision

When people know ‘why’ they are being asked to do something and how it contributes to a larger vision, they do it a lot better. Bestselling author Daniel Pink says it’s one of the cheapest performance enhancers any organisation has, yet it’s a tool leaders can often leave in the toolbox.

It’s easy to do the tactical and skip right to tools, working agreements, accountabilities and who is going to do what. If we don’t stop to ask what it is in service of, it becomes really difficult to prioritise what it is you are doing. And in difficult and uncertain times, having a clear vision reminds people of why they do what they do.

Those who believe they are working toward something larger and more important than themselves are often the hardest working, productive and engaged. Encouraging them to find purpose in their work and connect to their personal goals can help a leader to win hearts and minds.

“It was less about me being the leader and more about creating a compelling vision for a great team to be inspired, equipped and passionate about delivering it.” Lisa Collen, Director of People and Workplaces, Flagship Group.

Be you

Self–awareness is everything and inward feelings become outward behaviour. Research tells us that when we know ourselves and our strengths we build stronger relationships and communicate more successfully. It makes us more effective leaders and increases engagement not just for ourselves, but for those we lead.

There is no one set of strengths that makes a good leader because we are all brilliantly unique. We lead in the way in which we are gifted and when we know ourselves, we are able to do it with greater clarity and confidence.

How are you supporting your future leaders?