Great organizational leaders have a gift for enabling and empowering others to do their best and to make a difference.
Other qualities matter, too. Honesty, integrity, compassion, administrative skills, knowledge base, good judgment, and vision all count for a ton.
But when it comes to leading organizations, the ability and willingness to encourage, support, mentor, inspire, and permit others to do quality work is the key to success. These leaders allow people to run with things, responsibly but enthusiastically, and sometimes the results can be extraordinary.
Compare: Strategic planning
Earlier this week, I took issue with standard-brand strategic planning processes. Too often these processes seek to control others, limit the agenda, and frustrate innovation and new ideas.
Compare: Handling criticism
It’s also why I wrote about how organizations respond to criticism. Bad organizations and their leaders fail to understand that tucked under every criticism or complaint is a potential idea for reform or positive change.
Compare: Dr. No
In a lousy organization, you also are likely to run into the infamous Dr. No, the human hedgerow whose role is to block any ideas not controlled from on high. Dr. No saps creative and entrepreneurial energies, discourages innovation, and chases away those who bring generosity of spirit and mind to the enterprise.
Excellent leaders don’t have time for this nonsense. They acknowledge mistakes and make things right when appropriate. More positively, they create a culture of inclusion, reward quality work and innovation, and encourage their co-workers to improve upon the status quo.
This is the last of three short posts this week on organizational planning, behavior, and leadership.