The United States Army says that leadership is “the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improving the organization.”
A cringe-worthy business leadership definition is “the capacity of a company’s management to set and achieve challenging goals, take fast and decisive action when needed, outperform the competition, and inspire others to perform at the highest level they can.”
Here’s the problem with these definitions: any jerk with a big enough stick can meet these standards.
Here’s the effect: the lack of standards that differentiate leaders from jerks can prompt you to rationalize bad behavior that gets results.
As you know, excusing tyranny is a devil’s bargain that rarely ends well.
“Chickenshit” behavior, to use historian Paul Fussell‘s elegant term for toxic leadership in the Army, ends up pushing your top talent out the door, demoralizing your employees, and creating a toxic workplace.
Disengagement, presenteeism, and turnover are the highest costs most companies face.
Turnover, according to Gallup, costs somewhere between 50 and 200 percent of an employee’s annual salary.
That means a 100-person company with a 50k average salary that has a 26 percent turnover rate (the U.S. average in 2017) loses $660,000 to $2.6 million each year.
What options would $1.6 million give you?
Getting turnover to a healthy eight percent begins with good leadership.
Here’s SLA’s definition: Leadership is the art of inspiring people to contribute their best to the common good.
Here are five action steps to inspire people to contribute their best to your company’s common good:
* Lead with authenticity so that you get past imposter syndrome and stop allowing the red cape at work to make you comatose at home.
* Inspire people to do what’s right even when no one is watching so that you avoid micromanaging and focus instead on growth.
* Get the right people in the right roles doing the right things so that you plug the drain on employee turnover and boost productivity 2X – 3X.
* Adapt quickly to turbulence and uncertainty so that you can innovate and lead change – and avoid slow-rolling and risk aversion that kills your best initiatives.
* Set aside empty cheerleading and carrots-and-sticks so that you can spark a genuine commitment to results.
What do you think of our definition of leadership? Add your comments to the article or email me at email@example.com