Key Point: One of my proudest milestones as a Chief People Officer was to intentionally declare the following to all in our organization: “People have a right to great leaders and leaders have a responsibility to be great (not perfect).” We did a lot of research in developing a leadership framework that declared exactly what we meant by “great leadership.” We were very flattered when the giant of “leadership” John Maxwell stated very publicly, that our framework, was “one of the best he’d ever seen.” Therefore, I was gratified to read the following Stanford article, which also validates key elements of leadership we strongly endorse. The Stanford article states:
“Most leadership advice is based on anecdotal observation and basic common sense. Stanford Graduate School of Business professor Kathryn Shaw tried a different tack: Data-driven analysis. Shaw, along with fellow Stanford GSB professor Edward Lazear and Harvard Business School’s Christopher Stanton, published a 2015 paper titled ‘The Value of Bosses,’ in which they gathered data from… in an attempt to see whether they could show that bosses matter and, if so, how much. As part of their research, the authors asked company employees and managers, ‘What are the traits of a good boss?’ They found that bosses matter substantially.
Three Things Good Bosses Do:
The first thing an effective manager does is to vividly describe the company’s vision and mission, and to explain in detail how each employee fits into that vision, Shaw says.
‘The next thing they do is drive results,’ she says. To ensure that individuals (and teams) are productive and have a sense that their contributions are valued, attentive bosses set-aside time to coach, guide, and motivate.
An often overlooked aspect of strong people leadership is to help employees achieve their personal career goals.
The third aspect of strong people leadership is to help employees achieve their personal career goals. Shaw says it’s ‘incredibly motivating’ when an employee’s long-term career vision and values are aligned with those of the organization. ‘A good boss will share that vision with them and give them guidance and feedback to help them along the path.’”
Our research adds one other key thing good bosses do. They are collaboration magnets. People want to work for and with them, and are lined up to do so.
- Great leadership in our organization involves six practices and three key outcomes: Achieving sustainable results, continuously developing oneself and others, and becoming a magnet in attracting others to work with. Rate yourself on all three. What does the data (not opinion), tell you?
Note: If you or anyone you know wants a one-page copy of what I believe is the best leadership framework outline anywhere, email me at firstname.lastname@example.org. I will happily share it with you.
Magnetic leadership in the Triangle,
One Millennial View: At the end of the day, it seems that our departments and individual contributions, are only as successful as the mindset of the leader that manages them. Maybe we feel lucky and thankful just to have somewhere to show up and work, but “settling” can be a trap, and if we’re serious about wanting to improve, we should develop very high standards regarding who our leaders are. I’m not sure if we always remember, think about, or follow this.
Edited and published by Garrett Rubis