martinsmith@alterativus.com www.martinphilipsmith.com www.alterativus.com
Creativity & Innovation Newsletter
May 2004
Inspirational & Creative Leadership
Dear all,
Welcome to the AlterativUs Creativity & Innovation newsletter for May 2004.
Recently both Coca Cola and Marks & Spencers chose to change their chief executives. Both these organisations have been massively successful in the past but have struggled to maintain that success of late. Both CEOs were brought in to revitalise these organisations. Similarly, after some initial encouraging signs, both organisations have reverted to a trend of slow decline. What chance that the replacement CEOs will fair any better? Very little, I believe, unless they can persuade the rest of the organisation of the need for some fresh and creative thinking.
The decision to change CEO’s would appear to stem from a belief that leaders alone can turn around a major business – the “leader as a great hero” syndrome. Is that really a valid belief these days? I would argue not. CEOs in most major organisations simply do not have that kind of power. What they can do, however, is inspire those around them to join with them, think creatively and, together, make a difference.
It is that kind of inspirational leader that is described by the AlterativUs Framework™. This framework describes the key behaviours a creative, inspirational leader must exhibit.
Each month, this newsletter describes an aspect of the framework in more detail. This month, we begin to discuss how a leader might Motivate & Energise a team.
Kind Regards
Martin
Focus on: Motivating & Energising - inspirational leadership
Creative workshops for leaders (pictured right)
Creative technique of the month
Feedback : What would you like to see?
For more
information on coaching and consulting services visit my ‘alter ego’ the
Alterativus www.alterativus.com
Focus on: Motivating & Energising - the inspirational leader
Starting this month, we examine one of the 10 behaviours of the creative leader in more detail. This month, we consider Motivate & Energise.
As a creative leader, you need to inspire creative behaviour in those around you. You need to generate a desire to be creative and to be involved in the creative process.
Some leaders instinctively understand the approach and mindset that are required to inspire rather than just instruct and control. Others of us do not find it so easy, having been immersed in a culture of command and control management.
Just getting people to do what is asked of them is the mindset of the “good enough” organisation. Motivation, in the creative enterprise, is about so much more. We are looking for people to be exceptional, to go beyond what is “good enough” – not because they are being asked to but because they want to.
There is a strong tendency in Anglo-American culture to attribute exceptional performance of organisations to the actions of a few exceptional individuals. However, in reality, the performance of exceptional organisations is down to ordinary people. A 75,000 employee business does not turn in exceptional performance because of one extra-ordinary person - 74,999 ordinary people, like you and me, become special, go that extra mile, because they want to.
The leaders in exceptional organisations recognise this. They are aware of the potential for ordinary people to do extraordinary things and they know how to tap into it.
When I use the term “leader” here, I do not use it as a synonym for “manager”. Although the two roles can go hand-in-hand, they are not the same thing. I use “leader” to describe anybody, regardless of their rank and position, who needs to motivate a group of people to achieve a common goal.
My 5 basic rules of motivation for leaders who want to inspire creativity are as follows:
1. Believe in the team
2. Build a shared purpose
3. Lead by example
4. Expect & encourage the exceptional
5. Get out of the way
1. Believe in the team
A good starting point is to assume that people want to do the best possible job. My experience as a leader is that 99% of people will live up to (or down to) the expectation you have of them. Too many leaders spend an inordinate amount of time managing for the remaining 1%!
People respond positively to the faith and trust that you show them. In return, they are liable to have more trust and respect for you.
This should not be confused with being “soft”. Although you are exhibiting a high degree of trust in the team, you are also expecting high performance in return.
Avoid resorting to the traditional sticks and carrots of management. Financial reward is not a primary motivator for most people. Even if you have access to means of economically rewarding people, assume that you do not. Seek to make the work itself intrinsically rewarding and treat financial reward as further ‘icing on the cake’. Threats and fear of negative consequences may work as short-term measures for promoting “good enough” performance. However, this approach rapidly destroys trust, morale and motivation – avoid it like the plague!
Next month, the series continues with Motivation by looking at "Build a Shared Purpose" and "Lead by Example".
Creative technique of the month
This month: Write a letter to your inspirational self
This one comes from the area of Emotional Intelligence and continues our theme of inspirational leadership.
Aim:
Every one of us has the seeds of an "inspirational leader" within us. If we can recognise the gifts that we have and their value, we are better able to use them productively. If we allow those qualities we have to shine through we become inspiring to others. Note, this is not about being arrogant - showing off our talents to try and establish superiority and feed our egos. This is about having confidence in our abilities and being unafraid to use them to make a difference. The aim of the exercise is to help you to explore your inspiring leadership qualities and to be unabashed in recognising and valuing them.
Exercise:
Sit down and write a letter to yourself. Specifically, write this letter to the part of you that is the "inspirational leader". In this letter point-out the qualities and behaviours that you admire in this inspiring you. Praise yourself for these great leadership qualities and explain why these qualities and behaviours are inspiring and motivating to others.
Some people have trouble doing this - they find it difficult to blow their own trumpet. The truth is we all have things about ourselves we like and admire. There is no need to share the letter with anyone else unless you want to. Go on - celebrate your greatness!
Now, debrief...
Did you find it difficult to write this letter? If so, why? What stops you from acknowledging your strengths to yourself?
How often does this inspirational leader in you shine through? Does it happen as often as it should? What barriers stop you from being this person? How many of these barriers are put there by you?
Finally, reflect on what you can do to make sure the admirable and inspirational you shines through more often.
For more creative techniques, keep visiting www.alterativus.com
Continuing our 'inspirational leadership' theme!
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For more information on coaching and consulting services visit my ‘alter ego’ the Alterativus