Leadership - An Asset with Liability
The CEO & CHRO of Cloud Computing firm had some set back with their Cloud Storage Business Unit Director (who was a SME in cloud platform and with the company for almost 8 years) where the Director has to take in-charge and needs to run the show by managing the project as well as directly accountable for the unit’s P&L and managing the talents.
The Director of Cloud Storage Unit failed to lead the unit as a leader instead every time he is waiting for direction from the executive team, or acting as a bystander as problems persist or projects overturn. He had started out as an engineer, but the organization soon offered him a supervisory role and a series of promotions. He also accepted each of these promotions without thinking about whether he truly wanted a new role or if he was really ready to commit to it.
Why does a leader fail? Is this because the organization has not identified the right candidate or the right candidate failed to perform because he/she unable to develop the leadership skill though he/she is a SME in the respective field.
Delivering consistent financial results, attaining high team performance, executing strategy, managing multiple and often conflicting priorities, and driving innovation isn't easy if you are not ready to take leadership accountability. It seems that many leaders don’t understand what it really means to be a leader today. Leadership liability was definitely a “critical business issue” in an organization.
Understanding of Leadership Accountability
Many individuals fail to understand that when they take up the head/lead position, they are actually entering into a responsibility regardless of size or organization or sector, need to live up-to in order to produce meaningful results and earn continued loyalty of the people they lead.
It is point blank that many leaders today are in a rush to get the promotion, the bigger compensation, the power and the title without truly understanding what the positions is meant for. An employee taking the leadership position in an organisation without understanding what it really means to lead, won’t be effective leadership.
When to take Leadership Position
The first and most important component of becoming a leader or taking a leadership role is how confident you are to take up the position. Leaders define times in their professions where they had to make a mindful, cautious decision to step into a situation, analyse and lead. You have to be honest and ask yourself whether are you really the right person for the job? Will you be in over your head? Is this really the role you want to fill? If you are not comfortable with any one of these question don’t take the leadership positions, instead find other ways to add value in your organization.
Obligating yourself into a Leadership role
Many frontrunners don’t go up in price the fact that leadership roles carry important obligations. In the end, it is not about you – its about your clients, your staffs, your stakeholders and the industry in which you do business. If you lose vision of these requirements, you will be thinking much about how to proceed your career and self-interest and not enough about how to build long-term success. Organization these days need leaders who are committed to leaving their organizations in better shape than they found them.
Hard work as a Leadership Quality
You know it is hard work to be a leader for any period of time and it's getting harder. To truly shine, to truly be a great leader over the long term, you must have the courage and persistence to do the hard work of leadership. Unfortunately, many leaders depart when the going gets tough or they become witnesses who are afraid to handle the hard work. And then there are leaders who simply do some quick-fix idea will make everything better, only to be surprised when these quick fixes don't fix anything in long run. Leadership involves having the courage to make difficult decisions about poor performers, holding people accountable and delivering outspoken feedback. Many situations the HR steps in to do the hard work on behalf of the leaders. That’s not real leadership.
How Senior Management and HR create Leadership Liability within Talents
The executive team and senior management must set the example of strong leadership liability. If senior leaders are not setting the nature for other leaders in the organization, you won’t succeed. It’s important that the organizations senior leaders personally understand that leadership accountability starts with them.
The human resources function has to play a vital role in identifying and creating a leadership bond for the organization. Similar to senior management, the HR Head/Leaders of the organization has to adopt the terms of the leadership liability, or else the concepts get watered down.
HR professionals has to drive in getting greater leadership accountability from the talents by creating a one-on-one developmental program based on the organization need for the mid- to senior-level executive who is preparing for a greater scope of responsibility or who needs to make a leap forward in leadership capability. The way of setting the bar high for leaders and ensuring they are taking leadership roles for the right reasons is very important rather to hold the titles, high pay and power