'If your actions inspire others to dream more, learn more, do more and become more, you are a leader," is a memorable observation from John Quincy Adams, the sixth president of the United States. His words not only guide us in how to properly behave as leaders, but also suggest how to take care of subordinates. It sounds simple, but not everyone follows this path.
Being a manager, someone who has been appointed to a position and manages through people, or a leader, who effectively sets the direction for others to follow, requires different kinds of skills and attitudes. Leaders and managers handle situations differently. The manager tends to aim for short-term results while the leader takes a longer time for contemplation before making a move, because his or her aim is to ensure long-term and sustainable business.
Some may argue that it should work another way around, that an executive should focus on tasks first and not people in order to ensure business results. But I know of at least one great company that has grown steadily since it was founded because it really does put people first.
At FedEx, all employees are familiar with the P-S-P philosophy which is described as: "Take care of our People. They will deliver the impeccable Service demanded by our customers who will reward us with the Profitability necessary to secure our future." This US$47.5-billion company with 400,000 employees really believes in people as an important part of any business decision. This way, it can ensure that supervisors at all levels will behave as a leaders and not just managers.
Making a great leader: Preparing a leader, or turning a manager into a leader, is never easy. Some people seem to have the key qualities of leadership from childhood, but it does not mean others cannot build their own character to enhance leadership capability. Every corporation, especially the CEO, needs to address this matter as a priority. Without a clear approach to building leaders, an organisation will face a leadership shortage.
Set the right tone: Running a business is not just about winning and losing. Living together peacefully in society with the ability to supply good quality products and services should be the ultimate goal of any business. A growing number of corporations these days are engaging in more ethical business practices, partly because society demands it. With this attitude, next-generation leaders will behave properly with governance in mind.
Treat others with respect: Responsible executives must ensure that the atmosphere in the organisation is suitable for grooming next-generation leaders. "Ask, don't tell" is the operating principle when dealing with subordinates. As former US president Franklin Roosevelt once said, "If you treat people right they will treat you right -- ninety percent of the time."
Action-based programmes: Potential leaders should be provided with opportunities to demonstrate their capabilities. This can be through a specific assignment for a person to showcase his or her unique expertise. There should also be an emphasis on continuous learning and reading quality books and articles so that people remain up to date on new trends. As well, the ability to offer a clear rationale when making a decision should be stressed.
Accept challenges: Nobody can grow to be an outstanding performer without completing a difficult job. Think of all the great leaders who experienced hardship in their personal and/or professional lives. Difficulty teaches people how to behave and do the right thing without wasting time and resources on unproductive activity. With greater challenges, people will find ways to accomplish work and learn by direct experience along the way.
Build cross-functional teams: Moving out of their comfort zone is something corporate managers should do occasionally. To develop these managers into effective leaders, cross-functional and action-based programmes must be in place. A potential leader should have an opportunity to work with unfamiliar people from different departments.
Practise mindfulness: None of us will accept an executive who behaves like a bull in a china shop. Leaders should be people whose followers can expect and predict their moves. Low EQ (emotional quotient) and high emotional expression are not things anyone wants to encounter in a potential leader. A calm mind and care for others encourages teamwork, benefiting the group as a whole.
This is my last article of this year. On this festive occasion, may I wish everyone health and happiness through 2017 and beyond. Thank you for your continuous support for my column. Happy New Year.
Sorayuth Vathanavisuth is Principal and Executive Coach at the Center for Southeast Asia Leadership and lectures at Mahidol University's College of Management. His areas of interest are executive coaching, leadership development, succession planning and talent management. He can be reached at sorayuth@sealeadership.com