Leadership is a stronghold and can be a key differentiator when it comes to producing motivated and engaged employees. Engaged employees produce higher quality work…
To better understand the factors that shape this complex matrix of measuring and leveraging data to effectively work towards and achieve goals, we asked Deane a series of questions about how best to empower leaders with the necessary tools for building and maintaining authentic and resilient leadership.
Being resilient and able to adapt in moments of adversity and stress includes being able to lean into emotions, acknowledge, and accept them. This involves processing the situation by taking pause to shift perspectives and bring forward the learning opportunities and solutions. Not only is it possible to do this while being transparent and authentic, it can help tremendously.
Resilience helps managers to not let stress and negativity filter through to their employees. For example, a leader that has processed their emotions about a challenging situation can share their story with their employees by highlighting the learnings and the actions to take forward. By accepting their emotions, they can connect better with their employees and have heightened empathy which can help them lead with compassion. When a leader cannot adapt, gets stuck in negative cycles of rumination, or feels they have to suppress their emotions, it can impact their behaviors, how they communicate, and the very energy they emanate.
Our most recent system at effectUX, EMQ (Energy Management Quotient), helps foster positive, productive cultures. Based on our extensive research, and given the increasing focus on the link between well-being and engagement, as well as the need to nurture environments that promote healthy mental well-being, three essential capabilities include:
Resiliency. In our lives, experiencing challenging, difficult, and negative moments is inevitable. Resilience helps you bounce back from challenging situations and reduces stress levels. Resilient managers are able to adapt well in the face of the stressors they are experiencing in life, or at work. This can help prevent the stress from impacting their employees, and fosters a more productive and positive culture. Being able to identify and acknowledge their feelings, process the moment, and shift perspective allows them to move forward from a place of learning and growth, which models positive, healthy behaviors to their employees.
Self-care. The world is full of stimulus, never-ending to-do lists, and increasing responsibilities. Managers that place importance on and maintain boundaries that enable them to practice self-care have higher levels of mental, emotional, and physical wellness. They can better serve their employees as they themselves feel good and have the capacity to support others to practice healthy behaviors for a positive and productive workplace. This takes awareness of their body’s signals, signs, and emotions. It also takes self-compassion. When we feel good, we promote positivity, and have more to give.
Authenticity. Managers that behave in a way that demonstrates an organization’s cultural values, and ensure their actions align to their internal value system, experience more congruence. This impacts their communications and interactions with others, how they navigate negative moments, and how they operate. This congruence enables them to foster bonds of trust, remain open to the perspectives of others, and create an environment where people feel comfortable to share their thoughts and ideas. Congruence also allows them to feel good internally as they feel they are being true to themselves, which creates a more positive energy.
Change is inevitable. Companies go through turnover, organizational changes, mergers, and cutbacks in order to streamline, increase their bottom line, innovate, and grow. During this time, effective internal communications are critical so employees feel informed. Of course, in some situations, there is sensitive information which cannot be given for legal or business reasons.
However, this does not mean that no communications, or cryptic communications, should be given. These types of communications can catalyst office gossip and increase anxiety and stress. Getting ahead of these situations by communicating what is going on and what employees can expect goes a long way. When communicating upcoming organizational changes, rather than simply leaving it there, it helps to tell employees why, and what the next steps are.
Employees understand that various courses of actions, and hard decisions, have to be made for businesses to thrive. Knowing why decisions were made a certain way helps them better process it, rather than wondering what is going on or why. If as an organization a challenging moment arises from a fault of the company, then again, be transparent and apologize if needed. Saying, “we were wrong,” or “we messed up, but we have learned [x], and here is what we are going to do,” demonstrates accountability and models behaviors that better align with honest and transparent cultural values.
Having authentic leaders has a large, positive impact to organizations. Driving value-congruence in our lives is a long journey that takes dedication, reflection, and awareness. It is about understanding the leadership style that is true to you. Authentic leadership cultivates trust, which opens the door for shared perspectives, comradery, and greater levels of innovation. We found many traits that correspond to authentic leadership when creating an LQ (Leadership Quotient) test. Some of the most critical attributes include:
Today, many employees find themselves thrown into leadership or management roles without supporting growth and development opportunities. While there are development programs, many suffer from not being able to tackle the development of the underlying mindset and behaviors that are critical today such as resiliency, nor bring application of the behaviors into people’s real life.
While leaders can be told that they need to communicate with transparency and actively listen to and motivate their employees, this is not something that people can just turn on. To achieve the big outcomes such as a productive and positive workplace, there are several behaviors that need to be developed––and this takes time and space for accountability, awareness, reflection, and action.
Leadership development can also lack specificity. For a particular organization’s DNA, values, and business goals, different styles of leaders may be needed. Start by looking at what skills you need within your organization, and then take stock of where you are so that you can see the gaps. Each person also has different capacity for change and growth, so programs need to take this into account.