Being an Authentic Leader II

This is the second of a two-part series devoted to Authentic Leadership.  The first part considered two dimensions of being an Authentic Leader: Master of Self and Devotion to Organizational Vibrancy.  This second part includes the third dimension, Champion of Classical Leadership Qualities, and Jim Jose's definition of the Authentic Leader.

The Challenge (continued) 

In Part I, we noted that to be an authentic leader is to be a master of self; a devoted advocate of organizational vibrancy, including mission, vision and strategies, and a champion of the classical leadership qualities that have always distinguished the principled  from the unprincipled.  We began our definition of authentic leadership by focusing on master of self and advocate of organizational vibrancy and we asked a few questions that suggested the underlying principles that guide these two dimensions.  And, we suggested some actions that authentic leaders take to live their authenticity.  We continue now with this same format for the third dimension of authentic leadership, champion of classical leadership qualities.

 3.  Champion of Classical Leadership Qualities

     A.  Is the direction I have set for my organization clear, forward-based and reasonable by any standard of measurement?

    Actions:

1. Set a direction that can stretch the organization without breaking the backs of those who must make it happen.
2. Articulate the elements of the direction clearly enough that every employee can connect his or her job to them.
3. Communicate, communicate, and communicate through every means available within the organization, with emphasis on interpersonal, one-on-one connections.

   B.  Do I understand that effective leadership requires "effective followership" and that I am responsible for cultivating it?

 Actions:

1. Remember, research tells us that 25% of your employees will support change because you want it; 15% will be reluctant to embrace change and may never do so; 60% will support change if given a good reason for doing so.
2. Focus your energies on the 60%, with some reinforcement of the 25%; avoid devoting other than a minimal attempt to persuade the 15%.
3. Reward those who are good followers; do not reward those who are not.  In fact, encourage those who will not follow the direction you have set to join an organization whose direction they can support.

    C.  Do I spend 80% of my time "out front," visibly and vigorously leading my organization, motivating, coaching, holding people accountable for clearly defined responsibilities?

  Actions:

1. Eighty percent of your time should be devoted to actions people can relate to and associate with your leadership.
2. Interpret your actions yourself, unequivocally, and avoid leaving this important action to others, such as direct reports and their direct reports.
3. Lead by walking around and avoid isolating yourself in your office or "C Suite."

Final Thought

 In conclusion then, being an authentic leader goes beyond the customary definition of "authentic." It means being true to self, true to your organization and its people and true to the classical, effective and proven tenets of leadership.  Here is a score card to take stock of where you are now; use it routinely as you work diligently to become or continue to be an authentic leader.

Jim Jose's Authentic Leader Score Card:

• Committed to purposes greater than my own
• Focused on mission, vision, strategies, and effectively persuade others to follow
• Know who I am, what values form my core and ensure others know me
• Rigorously tend all dimensions of my life:  social, physical, mental and spiritual *
• Effectively inspire others to know who they are, what values form their core
• Honest and open to a fault with myself and with others
• Think deeply and strategically
• Consistently value-driven and principle-based in both word and actions
• Perceived by others, especially opinion leaders, as valuable to my organization
• Committed to the principle advocated by Albert Einstein that we as leaders cannot solve the significant problems of today with the same level of thinking we used when we created them
• Finally, and above all, authentic leaders behave with the utmost integrity

* See Stephen R. Covey's 7 Habits of Highly Effective People.

Contact me to discuss how you can find out whether or not you fit the above definition of an authentic leader and, if you don't, how you can become an authentic leader.  E-mail me at jim@jimjoseassociates.com OR call me at 520 / 825 - 8015.

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EDITOR'S NOTE

Strategies & Solutions is published by Jim Jose Associates LLC to help you develop more effective people, leaders and processes to positively impact your core business.  Jim Jose, Ph.D., SPHR, is an organizational effectiveness and leadership strategist whose results-oriented, people-focused approach is valued by both public and private clients throughout the western US, including Alaska.  For more information, visit www.jimjoseassociates.com.