Leading with a warm heart to win people and drive business results

Leading with a warm heart to win people and drive business results

Let’s face it, some of us choose to become entrepreneurs in the first place to escape a bad boss. You know the type: the one who humiliates you in front of your peers, or the one who sends you a one-sentence email telling you that the projects on which you’ve spent countless sleepless hours totally suck, yet never provides any useful or critical feedback.

I am sure many of you can relate to this type of bad boss experience, so if you ever get a chance to become a boss one day, don’t become one — and don’t give others the chance to tell their friends that you are one.

Last week, I talked about how great leaders should be able to strike a balance between business and people results for organisational success. I left you with a question about how to build leadership with someone who is solely focused on operational results with little to no attention paid to people development, change management or even employee engagement.

I have to say that there may be no secret recipe, but essentially we need to return to the most fundamental tenet of leadership — the ability to connect, communicate with and motivate others in order to build trust and effectively lead, i.e. the people-skills revolution.

By having these social skills, you are equipped with great benefits ranging from influence — how you can compel people to get things done — to trust — how you can command loyalty and in turn give you an opportunity to grow the business. In other words, with influence and trust, productivity will undoubtedly increase.

To elaborate, let’s imagine a company that operates with a relentless focus on getting all the productivity it can squeeze out of teams, or one with leaders whose main motivation for getting things is fear of losing their jobs or promotions. Now let’s compare that organisation with one whose leaders want to grow their people and the business by building trust and promoting empowerment. Which one would you think will improve organisational performance in the long run? Which one will bring business sustainability?

In my experience, I’ve been lucky enough to meet and work with some of the most dynamic and encouraging business leaders in our country. One of key traits that these people have in common is that they never just tell their people what to do; instead, they would rather engage them and develop their skills simultaneously so they could achieve the required results.

In short, an effective leader knows how to show others what is required, rather than simply telling them. They will lead by example, do what they say they will, keep commitments and demonstrate a strong personal work ethic as great role models.

On the contrary, there are less fortunate employees who suffer because their leaders are insecure and choose to terrorise rather than nurture them. Bad bosses like these can cause incalculable damage to an organisation, from destroying corporate culture to increasing staff turnover.

Last but not least, it must be noted that leaders who can deliver both the business and people results at the same time will be able to empower their followers, which will generate greater loyalty, more motivation and ultimately better performance and a better bottom line.

This reason alone should answer why developing leaders who can develop their own people is becoming critical for every organisation when we are all trying to achieve more with less. After all, when business is tough, a little warmth around the edges from the bosses can surely help people get through the day.

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Arinya Talerngsri is Group Managing Director at APMGroup, Thailand's leading Organisation and People Development Consultancy. She can be reached by e-mail at arinya_t@apm.co.th or https://www.linkedin.com/pub/arinya-talerngsri/a/81a/53b

For daily updates, visit https://www.facebook.com/apmgroupthai

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