Making a difference through authentic leadership?
I have been given a guideline to write a blog of 600 to 800 words about my presentation at Nine to 9; I like that because I could write a 1000 plus words but now I have to think about quality not quantity; what I need to say not want to say and audience not grandstanding. The call to action was not just a request for a blog post it was well thought out and asked for a reason. For this reason I started writing because I was stimulated into action through how Fiona asked me. For me, that is how we can make a difference at work. I was asked to contribute; how often are our people asked to contribute? I am finding the time because I was made to feel my contribution will make a difference for the Conference.
I am passionate and determined that organisations will move from business as usual to recognising people as the opportunity to grow. Within organisations I believe we have perfected the art of creating structure to keep sellers on the road; marketers in the agencies; counters at the desk;workers under the thumb; programmers in our systems and analysts on numbers. An organisational structure, that creates the bureaucracy of monitoring staff and controlling direction; that promotes business as usual and an impenetrable wall around status quo. But I have been asked to contribute; so wow I have an opportunity to make a difference! Now I am feeling I am more than just a number, just counter, just a seller, just a worker! I am feeling enthused and willingly want to create time in the weekend, between making breakfast and taking my son to soccer, to write my beliefs. A belief that we can break through the seemingly impenetrable wall around status quo
Business has turned personnel into human resources and created for the very people I am passionate and determined about a place for them to vent their frustrations and suspicions about the very things I would not deny. But what can I do? I know people join companies and leave managers because they feel more bullied than managed; but what can I do? I know our managers prefer to impress the ‘boss’; but what can I do? I know decisions are made for political reasons of self preservation; but what can I do? I know the key to success is held by the very people who knock on my door; but what can I do?
What I can do? Recognise I have a network where we are here to develop others; to be the organisational conscience; to be the catalysts of change and to be the ones who listen to the pulse through understanding people. People are the key to organisational growth and without doubt we need to align and integrate people strategy with business strategy and create a culture where effective leadership will emerge. Whilst leadership is for all, we tend to see leadership as a management function; as a task within a specific role or as a trendy thing to do.
Creating leadership requires an organisation to let go of business as usual through challenging status quo, through moving from I to we; from control to catalyst; hierarchy to team; suspicion to questioning; caution to courage; telling to asking; and from copied to authentic leadership. The challenge; leadership is a journey not a destination.
A journey like Dr Seuss’ ‘Oh the Places you’ll go’ is a great place to start, for “You have brains in your head. You have feet in your shoes. You can steer yourself any direction you choose. You’re on your own. And you know what you know. And YOU are the guy who’ll decide where to go”.
Do you believe business managers will let go of control in favour of becoming a catalyst for change; a catalyst that will create learning, energy, self awareness and above all opportunity for growth?
Guest Author: Chris Lund is a speaker at the HRINZ Nine to 9 Conference, 12th May in Auckland. His session is titled: Management is a Title – Leadership is a Gift.
Chris Lund has gained an appreciation of effective management and leadership styles by having a diverse managerial background in hospitality, supermarkets, military & manufacturing. He has enhanced his experience with an academic insight through completing a Master of Management degree in Authentic Leadership at the University of Auckland’s Business School. Professor Brad Jackson, who holds the Chair of Leadership, was Chris’s Supervisor. Chris is presently the Human Resources Manager for Wattyl NZ Limited and facilitating the leadership development programme throughout Australasia. Fuelled through his thirst for knowledge he has developed a passion for learning leadership and feels energised when he shares the knowledge he has gained. In completing his thesis he was required to develop a leadership development programme which, through involving key stakeholders, is an integrated and well-received programme throughout his organisation.
