Introduction: Leadership is all about the people

Leadership, at its core, is a journey intertwined with the human experience. It's not merely about navigating through corporate structures or making strategic decisions; it's about understanding, motivating, and empowering individuals.

It’s been a hectic few months at HatchHQ, many people I spoke with in December said that things were winding down for the Christmas season, but for me, it was a busy month! A big part of that was of my own making, as I like to end the year with a bunch of extra episodes for the final week on the Leading with integrity podcast (if you missed the Christmas Special then I highly recommend catching up with it soon, it was loads of fun!).

Anyway, the upshot of all this is I have been slow to publish this edition of the newsletter. The positive in that is you now get a slightly longer read and a nice look back at what we were talking about in November; so I hope you’ll forgive the delay!

Leadership, in its most profound sense, is about understanding a symphony of personalities, aspirations, and actions within the people you lead. It requires a keen understanding of human dynamics and an unwavering commitment to uplifting others. As we journeyed through the diverse experiences and perspectives of our November podcast guests, a common thread emerged based on empathy, purpose, and building genuine connections with people. That may sound a bit familiar if you spend much time learning about networking, sales, and/or marketing; but it’s absolutely true of leadership as well.

In yet another LinkedIn poll (yes, I do love asking questions!) towards the end of the year, I raised this question with my connections, and the results are pretty clear about the trend in leadership perspectives and priorities:

November was a long month, which was a good thing since it allowed me to fit in 5 weekly episodes of Leading with integrity instead of the usual 4, and I decided to take the opportunity to focus on a theme for the month: we delved into the wisdom shared by various guests in a mini-series called “The Heart of Leadership: A People-First Journey” and if you click on that link, you can hear them all in a single playlist.

One of those 5 episodes, we already covered in the previous issue about Trust, so in the rest of this edition, we’ll explore some of these themes and revisit the remaining 4 episodes from our People-First month of November 2023.

I hope it’s useful and (at least mildly) entertaining!

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Leading with Purpose - A physician's approach to multiple sectors

Dr. Ravi Iyer, a seasoned leader with a background in academia, public service, and the private sector, joined me in Ep.79, when I asked him about the similarities between those very different sectors, he emphasized the common purpose they share: serving human beings.

Academia demands competence in knowledge, the public sector in policy-making, and the private sector in wealth creation. The unifying question, according to Dr. Iyer, is (or should be): ‘Does this serve human beings?’ 

It is this commitment to service that transcends sectors and defines impactful leadership.

Beyond each sectors' surface-level distinctions lies the universal truth that leadership is fundamentally about people. Dr. Iyer's insight resonates with the idea that irrespective of the organizational context, the success of any venture rests in its impact on human lives. The three sectors are not isolated islands, but interconnected realms in the service of humanity. This interconnectedness reinforces the imperative for leaders to bridge gaps, cultivate understanding, and unite diverse perspectives under a common purpose.

Servant Leadership and Putting People First

Dr. Iyer and I share a strong belief in the concept of the leader as a servant, a guiding principle he adopted during his surgical residency, differentiating between a leader and a technician. A leader focuses on service, enabling and empowering individuals, while a technician approaches challenges as intellectual puzzles to solve. In many ways the conversation reminded me of the old debate around ‘Leader vs Manager’, and whether the business needs one more than the other (spoiler: it needs both!).

The key takeaway is that leadership, akin to the role of a physician, should center on empowering people to make their best decisions and show up fully in their experiences.

Servant leadership embodies the ethos of putting people first. It requires a shift in perspective away from the traditional management mindset - from viewing team members as resources to valuing them as individuals, with unique strengths and aspirations.

Modern methods like Servant leadership challenge the management-hierarchy way of thinking, and emphasise collaboration, active listening, and genuine care.

In leadership, being a servant to the needs of the team emerges as a potent strategy to foster that essential culture of trust, growth, and shared success. Discussing servant leadership with Dr. Iyer, we also talked about examples of this approach. Though not always explicitly stated, it has been embodied by many great leaders, including Mahatma Gandhi and Martin Luther King.

Customer Service Specialist, Pierre Bauzée in Episode 76, contributed to this narrative by emphasising the analogy of a leader as a gardener. Leaders, like gardeners, need to create an environment for their teams to flourish.

Drawing parallels between customers and team members, he emphasised the need to understand and cater to the needs of the team: because your people are the customers of your leadership.

Avoiding CEO insecurities, Mastering Different Leadership Styles

In Ep.80 I was joined by Executive Coach, Chrisa Z Boyce. Drawing from her executive-level experience, Chrisa pointed out the critical role a leader (in this case a CEO) will play in either facilitating or hindering progress. Whether Fortune 500 giants or 10-person startups, it’s essential for leaders to understand their unique purpose and not get in the way of progress.

Chrisa underscored the significance of addressing people dynamics, asserting that regardless of investments in systems, processes, and training, neglecting the human element can thwart any initiative; and ultimately any company.

Furthermore, she explored the impact of leaders' insecurities on their leadership styles. Micro-management is one of the most common negative behaviours seen in managers the world over, and during the conversation with Chrisa we explored some of the reasons behind it; insecurity and anxiety tend to be high on that list. Leaders may lean towards anxiety-driven micromanagement, seeking control in every aspect, or at the other extreme, they might adopt an avoidant style, withdrawing and causing turbulence with inconsistent engagement.

The conversation unveiled the intricacies of mastering different leadership styles, particularly when navigating through diverse organizations. The CEO or leader’s role, as highlighted by Chrisa, necessitates a deep understanding of when to step in and when to let the team navigate autonomously, underscoring the importance of adaptability.

Reflecting on her own first leadership roles, Chrisa acknowledges being the anxious leader who wanted to be involved in everything. She now firmly believes that understanding one's innate reactions and leaning can significantly impact your leadership effectiveness. This insight transcends roles and industries, emphasizing the nuanced understanding required to lead diverse teams successfully.

Adrian Knight, in Episode 78, shared lessons from 12 failed startups, highlighting the importance of people skills in leadership. His journey shows that success in business is deeply rooted in resilience, relationships and understanding the needs of people, whether customers, employees, or stakeholders.

My conversation with Adrian also brought to light the challenges posed by differing leadership styles. His experiences again demonstrated that recognizing the strengths and weaknesses of different styles allows leaders to create a more cohesive and harmonious team dynamic. While embracing diversity and flexibility in leadership style can be challenging, it also presents an opportunity for growth and innovation within an organization.

Conclusion: The Universal Truth? People Are People

As we work through the insights from these four very different leaders, and try to summarise the key theme from all of their combined, vast experience, one universal truth emerges: people are people. Which sounds fairly obvious, of course. The key, I think, is in recognising that successful leaders are those most able to put their people first. We can call that servant leadership, and certainly it shares some features with that approach, for me it’s simply the imperative reality of modern leadership and management.

Whether in academia, the public sector, the private sector, in big corporations or startups, the success of any endeavor hinges on understanding, empowering, and serving individuals.

Leadership, when stripped down to its essence, is not about titles, structures, or strategies alone. It's about recognizing the inherent humanity in every individual and leading with purpose, empathy, and authenticity. The imperative of people-first leadership is a call to action for leaders across sectors and industries. Through understanding, serving, and empowering people, leaders can navigate the complexities of their roles with grace, leaving a lasting impact on individuals, organizations, and the world at large. That’s the true power of leadership at any level.

Thank you as always to our excellent guests, Ravi, Pierre, Adrian and Chrisa, as well as Natalie, for making November a focused, people-first month on Leading with integrity.

Thanks so much for reading this far too!

Be a Leader, Not a Boss!

David

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