How well do the people on your team get along? Do they trust each other? Do they respect and value one another? Now reflect on the impact the quality of your team relationships has on the performance of your business. How well are you able to leverage the full potential of your people because they work with a spirit of cooperation? To what extent are you tapping into the diverse perspectives, skills and experience of your team because people collaborate well?
To lead an organisation to high performance, a strong emphasis must be given to the role of evidence. Evidence-based leaders pursue high performance by speeding up the cycle of closing performance gaps — the gaps between where the organisation’s performance is right now, and where they want it to be. This is why evidence-based leaders give a lot of attention to results-based performance measures.
In a world that is increasing complex, the daily struggle with the volume and velocity of change can be wearying. Rather than letting this lead to frustration, overwhelm or just plain exhaustion, leading change starts with what every Boy Scout knows counts, to be prepared.
Evidence-based leadership is not about how to lead, it’s about what to lead. It’s not about how to communicate or inspire, direct or engage, evidence-based leadership is about using all this to lead the organisation to fulfil its reason for being, and do this with excellence.
Being authentic in workplace interactions requires clarity of intention. The most frequent and important of these interactions is the giving and receiving of feedback. Well conducted feedback affects personal and professional growth in exponentially positive ways. Likewise, inauthentic feedback with disguised intentions infects workplace culture allowing resentment and suspicion to fester. The following five points outline how you can leverage feedback to be a more authentic leader.
Leading by example
Leading out involves leading with confidence and conviction. Here's how to get started on building your influence as a leader.