Leading with Style: Attitude Matters
The July edition of the Bywater Journal focuses on the role of attitude and style in the success and effectiveness of great leaders. Based upon the experience and leadership expertise of Bywater Consulting Group founder and president, Liz Bywater, PhD, the article offers guidance, direction and plenty of room for self-reflection.
"Great leaders don't just do the right things. They do them the right way. This includes treating others with respect, bringing positivity and perserverence to all that they do, and inspiring the people around them to get the job done," says Bywater.
Read on:
Many a business decision is influenced by demeanor, attitude
and overall likeability…
Let's talk leadership.
Most would agree that good leaders are smart, capable, talented individuals with a keen ability to craft and convey a compelling vision, motivate and inspire the people around them, and effectively exert influence in order to make things happen. Good leaders effectively get things done through the collective contributions of others.
The basic foundational "stuff" of good leadership includes plenty of smarts, energy, vision, experience, business sense, organizational savvy, functional/technical expertise, courage, and fortitude. And yet, this fundamental combination of skills, experiences and abilities goes only so far.
So what's the differentiator? What takes leadership from good to great?
Having the opportunity to work with top leaders in some of the world's largest and most successful organizations, I can tell you this. Over and over again, it largely comes down to a matter of style.
Simply put:
It's not (just) what you do or say, it's how you do and say it.
Now don't get me wrong. Substance and ability matter. They matter a lot. They are the necessary but not sufficient underpinnings of leadership. On the other hand, without style, it can be very difficult to achieve the essential task of leadership – inspiring, motivating and influencing others to get the work done.
So, what's your style?
Are you dominant, assertive, perhaps even aggressive in your approach? Do you insist upon total compliance, no questions asked? Do you dismiss (or even punish) pushback from others?
On the flip side, do you drive for consensus and shy away from making decisions in the face of disagreement? Are you hesitant to push forward an assertive agenda? Do you too readily step back from your position when conflict is afoot?
And now that we're talking about it, how do you treat others? Take a moment to think about your interactions with customers, peers, business partners, manager(s) and direct reports. Are you thoughtful, respectful, kind and considerate? Are you curious? Do you inquire, where appropriate, about others' home lives – about their spouses and children, their ailing parents, their long-awaited vacation? And while you're at it, do you share something of your own life with them, so that the relationship takes on color, warmth, dimension and a human touch?
Or are you all business in your interactions? Are others hesitant to approach and engage you? Are they unable to connect with you in order to form the bonds of trust and partnership that fuel all relationships - including those of manager and employee, business partner, peer, mentor and mentee, coach and client?
There's just no getting around it. The subtleties of leadership really are a big deal - and they do have a major impact. Many a political battle has been won (or lost) based upon the style, approach, and attitude of the candidates. And, for better or worse, many a decision around hiring and promotion is influenced - whether consciously or not - by the candidates' demeanor, attitude and overall likeability.
Don't settle for just being a good leader. Master your own personal style. Adopt and display the kind of attitude that makes things happen.
Be a great leader.
About Liz Bywater
For the past 20 years, Dr. Liz Bywater has been helping her clients achieve substantive and lasting improvements in individual, team and organizational effectiveness. An internationally recognized expert in world-class leadership, communication, and workplace performance, she brings a sophisticated yet down-to-earth approach to her work. Her clients find her to be an outstanding listener, an astute observer, an honest provider of direct and relevant feedback, and a highly trusted partner and guide.
Dr. Bywater works with executives within a variety of functions and industries and across a broad spectrum of cultural backgrounds. Typical engagements center on developing outstanding leaders, helping executives navigate the transition to new or expanded roles, and maximizing team effectiveness.
Working with senior leaders from an array of the world's largest and most successful organizations, Dr. Bywater helps her clients achieve dramatic improvements in their ability to communicate with impact, influence key stakeholders, partner for maximum success, drive for results, engage and develop high performing teams and maximize credibility.
She consults, writes and speaks on a variety of workplace topics, with particular expertise in world-class leadership. She has been interviewed for radio and has provided expert commentary for such publications as the Wall Street Journal, the New York Times and USA Today.
She earned her Ph.D. in Psychology at the Derner Institute for Advanced Psychological Studies and her undergraduate degree at Cornell University, where she graduated Phi Beta Kappa, Psi Chi, Golden Key and Cum Laude, with Distinction in All Subjects. She is an honors graduate of Alan Weiss's Million Dollar Consulting College and a member of the American Psychological Association and the Society for the Advancement of Consulting. Dr. Bywater is also an advisory board member for Par Excellence Magazine.