Authenticity Archives - Nick Robinson

Six warning signs that your leadership is dangerously boring!

What if the pressure to deliver has crept up on you and instead of being a terrible leader, you’ve become a boring one!?

The life is slowly draining out of things and people at work are becoming more and more zombie-like. Sooner or later, the life may drain out of your customers and clients too!

Watch the video above to discover the six warning signs you should look out for – and what to do about them.

Please leave a comment below if they’re still open at the time of reading, or tweet me @nickrobcoach

Six warning signs that you've become a dangerously boring leader!! And what to do about it. Click To Tweet

10 Ways to be a Smarter Leader

How to be Smart in a World of Dumb Leaders

Thank you for reading this. There is so much to be done in the way that some people lead and run businesses and organisations, that it really needs folks to spread the word about how things could be instead.

So many times I’ll be sitting in a work-group observing, or be finding-out second-hand about something a leader has said or done that just makes me cringe: “Ouch! Why did they need to say or do it that way?” You’ve probably seen or heard about something similar yourself?

I just looked back through my notes over the last few months to find these ten examples of what I reckon are the most important differences between Smart and Dumb leaders – it wasn’t hard to find these!

Please get out there and spread the word. Let’s have much more smart leadership.

Dumb Leaders:	Smart Leaders:
Pretend to know all the answers	Are brave enough to ask the tough questions
Struggle to hide their weaknesses	Use their vulnerabilities as a chance to learn from and develop others
Never stop to see themselves how others see them	Take the time to walk in different worlds and explore multiple viewpoints
Inflict their mood-swings on everyone else	Successfully manage their emotions, to help read and influence the moods of others
Always look for the heroic, Hail Mary long shots	Make sure the daily grind is being done well, to make the most of the right opportunities
Will happily, noisily and frequently tell you what they think – and even what you think	Apply the principal of one mouth, two ears – seek to listen and understand before being understood
Don’t care who you are nor what’s important to you	See each team member as an individual deserving of their attention
Slap-down ideas and actions that don’t fit into their way of doing things	Encourage creative thinking and prudent risk-taking
Keep their plans secret	Know how to use their vision of the future to motivate and inspire people
Have low standards for their own behaviours and will justify doing as they want, when they want	Role-model the kind of high ethical behaviour that instils pride and earns respect and trust.

Authentic Leadership

Why it’s important to people that you be the ‘real you’ as a leader; flaws, imperfections and all

I’ve been out and about just recently doing a variety of talks and group coaching sessions, which always gives me a good chance to ask people their views on leadership and teamwork. One of the things I keep asking about is what kind of leaders do people really want.

The answers are pretty diverse, but one theme that definitely recurs is about “authenticity”.

People tell me they want to be led by someone who is a real person and who doesn’t pretend to be perfect. They say that they don’t want to be led by someone who sneakily tries to cover up the gaps in the strategy or ignores the inadequacies in “the way that things are done around here”. They say that being perfect is just unbelievable anyway. That’s it’s hard to respect and connect with someone who won’t admit to their flaws. And trying to live-up to someone who is desperately trying to be perfect is simply exhausting. Instead, people say they want a leader who is honest about these things, even if it might reflect badly on themselves.

My own experience, both with my coaching clients and as a leader myself, has been that it’s quite powerful to be open and vulnerable about where you might be less than perfect.

As a young first-time leader, I remember thinking that it might cause people to lose confidence in me, and in themselves, if I admitted all the things I had no idea about. I still think that there’s a slight risk in being open like that; that some people might lose confidence. But I also know it’s possible to be honest about your flaws, and those of the organisation, in a way that commits to addressing the important ones and doesn’t excuse things. If you want to, you can use the flaws, cracks and imperfections to connect with people in a powerfully human way.

I’m writing this in the week after the death of the Canadian singer-songwriter Leonard Cohen, so it seems timely to include a message from his song “Anthem”: