{"id":2808,"date":"2023-03-06T11:48:44","date_gmt":"2023-03-06T11:48:44","guid":{"rendered":"https:\/\/shipway-consulting.co.uk\/?p=2808"},"modified":"2023-03-06T11:48:44","modified_gmt":"2023-03-06T11:48:44","slug":"30-years-of-learning-my-5-maxims-of-people-leadership","status":"publish","type":"post","link":"https:\/\/shipway-consulting.co.uk\/?p=2808","title":{"rendered":"30 years of learning. My 5 maxims of people leadership."},"content":{"rendered":"

30 years of learning… my 5 maxims of people leadership.<\/strong><\/p>\n

My consulting business is 10 years old this year.\u00a0 Which seems almost inexplicable given how quickly that time has gone…\u00a0 With this milestone comes a lot of rewarding experiences, some struggles, many challenges and much (much!) learning.<\/p>\n

Celebrating this anniversary makes me acutely aware (and proud\/incredulous) that these ten years add on to a further near twenty years experience working in the world of people matters.<\/p>\n

Nigh on thirty years!<\/p>\n

Of course I\u2019m hopeful for more successful years ahead, but it strikes me as a unmissable opportunity to reflect on, connect up and share my learnings from this journey.<\/p>\n

Over the years I\u2019ve built up my own maxims about leading and managing people that I find have become my oft quoted mantras.<\/p>\n

I don\u2019t profess that they\u2019re rocket science, nor wholly unique (I\u2019m a firm believer in doing a lot of listening, reading, considering, understanding and giving credit to the thinking and practice of others).<\/p>\n

But I\u2019ve found them to be consistently valueable in helping bust some myths around people management and build others confidence in becoming strong people leaders.<\/p>\n

Leaders can be people experts.\u00a0 And people experts can be leaders.<\/strong><\/p>\n

We\u2019ve come a long way, in my view, in recognising that work is relational. It\u2019s how effectively we engage, interact, trust, inspire and collaborate together which dictates the depth of our impact and successes.<\/p>\n

The \u2018culture eats strategy for breakfast\u2019 debate was won a few decades ago. We\u2019ve learnt It doesn\u2019t matter how brilliant your product, systems or ideas are if you haven\u2019t got the right people in the right place doing the right thing at the right time to turn your plans into reality. \u00a0So being people focused\/centric\/led etc has become common language in systems working.<\/p>\n

But I\u2019d challenge that sometimes we still see people leadership and management as an add-on to a role.\u00a0 Or a line in a job description. Or even a function.\u00a0 Or specialism.<\/p>\n

I don\u2019t believe it is.\u00a0 It isn\u2019t about HR functions, workforce teams or people leads. \u00a0Because shaping how the organisation values it\u2019s people is not the responsibility of any one function or person, it is shared across all.<\/p>\n

It\u2019s about seeing everything<\/em> we do through the lens of people.\u00a0 From how we create our strategies, to how we manage risk, how we market ourselves and the systems and governance we put in place to ensure effectiveness.<\/p>\n

When people have commented throughout my career that I \u2018left\u2019 working in HR, people, learning or development to take on a strategy role or commercial project I was always frustrated that it was viewed so narrowly.\u00a0 For me I wasn\u2019t \u2018moving away\u2019 from people matters.\u00a0 More just widening my lens.<\/p>\n

People planning isn\u2019t just an activity it\u2019s a mindset. And leaders who think and act in this way can work in any role.<\/p>\n

 <\/p>\n

So that makes us all people experts!<\/p>\n

As Stanley Huffy aptly said \u201cit\u2019s not the position that makes the leader.\u00a0 It\u2019s the leader that makes the position\u201d.<\/p>\n

Its not about fit but belonging.<\/strong><\/p>\n

I often hear organisations cite being \u2018fit focused\u2019 as a demonstration of their strong people first approach.<\/p>\n

But \u2018fit based\u2019 practices like recruitment or performance review processes can make me squirm when I hear them described in this way.<\/p>\n

Even more so when the organisation links being \u2018fit based\u2019 to a core value of inclusiveness, diversity or authenticity.\"\"<\/p>\n

Surely saying someone has to fit-in with who we are or how we act is the opposite of enabling someone to be their true authentic self? Its about conforming. About being like everyone else to be accepted.<\/p>\n

Don\u2019t get me wrong. I would always advocate for the value of aligning common principles and behaviours as a cultural golden thread. But this isn\u2019t \u2018fit\u2019.<\/p>\n

It\u2019s more about enabling people to feel a sense of belonging.\u00a0 Of being a part of something.\u00a0 Of being celebrated for who you are and what you bring.<\/p>\n

So I always advise you change a fit mindset to a belonging mindset.\u00a0 And ensure your people practices reflect it.<\/p>\n

Treat People how they<\/em> need to be treated.<\/strong><\/p>\n

\u00a0<\/strong>It\u2019s a common leadership phrase \u2013\u2018treat people how you would want to be treated\u2019. \u00a0\u00a0Often referred to as the universal golden rule.<\/p>\n

And in my experience a common leadership myth.<\/p>\n

We often talk about our work as systems.\u00a0 A linked-up group of partners with commonly shared purposes seeking to collectively make a difference on some of our biggest societal challenges. But systems aren\u2019t inorganic objects. They are made up of people.\u00a0 And our people are individuals.\u00a0 Made up of their own values, histories, experiences, preferences and needs.\u00a0 And that\u2019s before you layer on personal skills, competencies and behaviours. We are all unique. And our differences matter.<\/p>\n

So naturally what you<\/em> need isn\u2019t necessarily what the next person needs.\u00a0 Needs aren\u2019t universally the same.<\/p>\n

The golden rule premise obviously has good intentions.\u00a0 It means you\u2019re more likely to show respect, be empathetic and be respectful to people. But it doesn\u2019t necessarily mean you will connect with them.<\/p>\n

Being a leader means looking through the lens of what your people need and acting upon that. \u00a0People planning therefore isn\u2019t just about what does your organisation need from its people, but what do your people need from the organisation?\u00a0 It\u2019s about getting to grips with and responding to what makes each other tick. \u00a0It\u2019s a relationship which, when fully understood, helps everyone become more connected, engaged and effective.<\/p>\n

Talent does not outweigh everything else.<\/strong><\/p>\n

I\u2019ve often heard leaders say about people in their organisation \u2018oh they\u2019re a nightmare with people but brilliant at their job\u201d.\u00a0 Wait\u2026 hang on !?! Isn\u2019t being at the very least good at working with people is a fundamental of everyone\u2019s job?\u00a0 Not a cherry on the cake?<\/p>\n

We can probably think of people we\u2019ve worked with whose poor attitude to team members or weak leadership skills is overlooked if they are brilliant at sales or ideas generation or, or, or\u2026<\/p>\n

Netflix call them \u2018brilliant jerks\u2019.\u00a0 The New Zealand All Blacks simply refer to them as \u2018D***heads\u2019.\u00a0 But they are both good examples of teams saying we don\u2019t want them.<\/p>\n

Because good behaviours trumps skill every time.<\/p>\n

(Of course, having no skill but good behaviours doesn\u2019t work either but that one is easier to deal with!).<\/p>\n

The willing and able matrix helps here.<\/p>\n

Hershey and Blanchard\u2019s work and situational leadership model emphasised a need to adapt people leadership approaches to the needs of the\u00a0individual.<\/p>\n

\"\"<\/p>\n

I use this adapted matrix frequently to ensure leaders understand the people matters they are dealing with and manage them accordingly.<\/p>\n

A brilliant jerk – someone who is very able but not willing \u2013 needs to be inspired to understand why their skillset is not alone enough.\u00a0 If inspiring them doesn\u2019t work they quickly shift into the not willing and not able quadrant and require direct management \u2013 no matter how senior they are or critical their role is.<\/p>\n

It\u2019s a bold call to remove a high performer but it can be like switching a light on, or turning off the pressure value, for others who can feel happier, more connected,\u00a0motivated and able to shine.<\/p>\n

And importantly it reinforces how you committed you are to your people plans and core values.<\/p>\n

And finally\u2026<\/p>\n

People leadership is a lot like gardening.<\/strong><\/p>\n

Slightly left field I know.<\/p>\n

But since my early days of supporting developing managers I\u2019ve often used analogies of people as plants to build understanding.\u00a0 And its stuck with me.<\/p>\n

There are the obvious parallels \u00a0like they\u2019re both about growth and planting seeds to see results.<\/p>\n

But I\u2019ve stuck with the analogy because I think it helps dispel a common myth about people leadership.<\/p>\n

I hear often that someone made a wrong recruitment decision. Or someone just didn\u2019t \u2018fit\u2019.<\/p>\n

\"\"<\/p>\n

My challenge back is this – \u00a0if you have a plant that dies in your garden or house you didn\u2019t buy it like that.\u00a0 No one ever buys a dying plant. You buy the healthy, green, watered kind. \u00a0And you take it home with every best intention (no matter how un-green fingered you are) to nurture it to live a long, healthy life in your care.<\/p>\n

If it then wilts or dies it\u2019s does so for a reason.\u00a0 Either its not getting enough sunlight.\u00a0 Or it\u2019s getting too much.\u00a0 Or it isn\u2019t being fed and watered properly.\u00a0 Or needs re-potting. Or moved away from other plants. Or it isn\u2019t being pruned. Or maybe isn\u2019t being talked to!<\/p>\n

You get the point.<\/p>\n

For me the same applies to people.<\/p>\n

Every recruitment decision is based on a belief they are right for the role at the time.\u00a0 So when it isn\u2019t working out, or someone isn\u2019t thriving the same thinking<\/p>\n

can be applied.<\/p>\n

Did we use the right processes?\u00a0 Were we clear with our needs? Are they in the right role?\u00a0 With the right team?\u00a0 Have they had sufficient training and development?\u00a0 Have they outgrown their role? Are they getting sufficient attention?\u00a0 Do they need poor behaviours to be removed? \u00a0Are they being praised? Are we responding to their needs?<\/p>\n

Of course, it doesn\u2019t mean that some relationships aren\u2019t salvable.\u00a0 Sometimes that repotting process might need to take place elsewhere! But looking at it through this lens can help ensure we don\u2019t ignore needs.<\/p>\n

Someone once responded to my analogy with the line \u2018great leaders carry a watering can at all times\u2019 which I liked !<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"30 years of learning… my 5 maxims of people leadership. My consulting business is 10 years old this year.\u00a0 Which seems almost inexplicable given how quickly that time has gone…\u00a0 With this milestone comes a lot of rewarding experiences, some struggles, many challenges and much (much!) learning. Celebrating this anniversary makes me acutely aware (and[…]","protected":false},"author":2,"featured_media":2807,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-2808","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\n30 years of learning. 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