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Strong leaders have the power to steer organisations and inspire employees. This is why it’s crucial that leadership skills are learnt and maintained.
There are several qualities that make an effective leader. According to Peter Baines, author of Leadership Matters, being able to make tough decisions is an extremely important quality.
“We are looking for courageous leaders who are prepared to take risks and make difficult decisions. One of the most important qualities of a leader is to actually lead. Sounds like common sense, but what we are looking for is leaders who embrace innovation, creative and rather than looking to follow the path, they are indeed the ones forging the path,” Mr Baines said.
“They are travelling and setting the direction which hasn’t been set before. With that will come mistakes, and that is OK. We forgive leaders who have the courage to make difficult decisions and get it wrong, but we don’t forgive our leaders who fail to make decisions for fear of making the wrong decision. Additionally, we are looking for leaders who are seeking out opportunities to develop their team and invest in their growth, developing those who will ultimately succeed the current leader.”
Approaching difficult conversations is a stressful but imperative part of leadership. What must be remembered is that it is beneficial for all involved that difficult messages are delivered.
Mr Baines commented: “When it comes to delivering the hardest of conversations, my belief is that if you give information, you will get understanding.”
“Often, we back away from the hard conversations not for the fear they those receiving the message aren’t strong enough to hear it, but a fear that we aren’t strong enough to deliver it. Those receiving the difficult and sometimes life-changing news deserve to have the information to process as they choose.”
Leaders must be competent and lead by example. If the leadership at an organisation is weak, this can trickle down to all corners of the business. Building trust is crucial, and this can’t be done without effective leadership, said Mr Baines.
“Trust will trump competence more often than not. If we have competence without trust, it is highly likely we will have an ineffective team at best and disfunction one at worst who achieves far less than they are capable of,” he explained.
“However, if we have trust within the organisation, we can certainly build the competence. Much of the trust within the team will come from the leaders who demonstrate their willingness to lead by example. For leaders, it is often the requirement of them making the difficult decisions and accepting the risk that comes with those decisions.”
In the current workforce where hybrid and remote working have become the norm, it’s important to remember that as a leader, you must be present. If a leader is absent and difficult to reach, this can have negative effects on the morale and productivity of employees.
“If the actions of our state and federal political leaders during the 2019–2020 bushfires and pandemic response that would follow taught us anything, it is the essential need to be present. During challenging times, during times of growth, during times of crisis or disaster, we need to see our leaders, and they need to be present,” Mr Baines said.
“Their presence sends two clear messages: firstly, that they care, and secondly, that they understand the challenges that are being faced. There is a risk that leaders underestimate the significance of their presence.”
He concluded: “Having the answers to the questions that are faced, being informed but not present isn’t up to the standard of good leadership. It’s not the role of leaders to ‘hold the hose’ during bushfires, but it is their role to be present during the crisis. It says, ‘I care, and I understand’.”
Jack Campbell
Jack is the editor at HR Leader.
