Senior leaders in organizations have never had easy jobs. Among lots other tasks, senior leaders are expected to envision, strategize, and plan tactics for their firms after they have thoroughly researched the market for their products/services. Assuming they have developed an appropriate financial plan for their enterprise and have continually updated their competitive profiles, they are also expected to flawlessly implement their plans and measure with quality and speed to produce predictable results. They are also accountable to align their teams by communicating direction throughout their organization where they need to be confident, clear, concise, convincing, and compelling (5 C’s). Taken together, these tasks can seem daunting. Yet, these may be the easiest parts of their job.
The toughest part of their job might be that while they are communicating with the 5 C’s, they also need to be truly open to input and opinions from virtually every stake owner in and around their organization. With today’s unprecedented pace and change, the most successful leaders may be those who can confidently set the direction for a group while intently listening to input from employees, customers, and partners for the changes they fully expect will come.
In Servant Leadership, Robert Greenleaf describes the approach required of the leader who truly understands that game-changing insight can come at anytime, from anyone. “One must make choices. Perhaps one chooses the same aim or hypothesis again and again. But is always with a fresh and open choice, and it is always under a shadow of doubt.” Leaders open to fresh perspectives are more likely make critical adjustments ahead of others.
Greenleaf also offers a perspective on how a leader can create true communication and engagement. He emphasizes both the exercise of authority and the inner quality of humility that characterize a true servant leader. With a commitment to serve first, a leader is more likely to truly listen. With an underlying belief in equality and respect for every individual, successful leaders appreciate the necessity to learn from anyone and everyone.
With the economic, political, social, and environmental challenges we are now facing, pressure to perform is higher than ever for leaders to perform. Senior leaders will always be looked to for future direction. Their due diligence and the quality of their strategies and plans will continue to be an important starting point for any enterprise. Senior leaders will continue to need to display confidence to their organizations. In light of today’s complexities and uncertainties, however, their long term success balance may hinge far more on the challenge of finding the right balance of confidence and the humility that comes with a healthy dose of doubt.