The 10 Critical Core Competencies of High Performers

How do you stand out in the workplace? What core competencies must you have to be successful in business? Work in all sectors is increasingly dynamic, and in order to succeed, employees must have the ability to deal with complexity, identify critical information, make sound decisions, and collaborate effectively with people both inside and outside their immediate environment. The problem is, many people lack the skills that employers need to achieve their goals.

CEB, a member-based advisory company based in the US, has recently published research looking into this challenge and the results are of vital importance to employers and employees alike. As a consultant friend of mine noted ‘this is gold dust!’ If you are wanting to be hired or looking to hire people then you should be thinking about this list of core competencies.

But before the list, here is Conrad Schmidt, global research officer for CEB, who frames the problem in this way:

“Employees today have more ambiguous objectives and are working with larger groups of stakeholders, making both flexibility and the ability to collaborate ‘must-have’ competencies for companies seeking higher levels of performance. Important business decisions are also being made lower in the organization, putting an even higher premium on good judgment. Building the next generation of high-performers will require organizations to cultivate these skills within their employee base and to be keenly aware of the dramatic shifts occurring in today’s work environment.”

What are the top 10 competencies?

CEB looked at the performance of over 20,000 workers from across the globe, incorporating data gathered from more than 40 different organisations. The conclusion of the study was that there are 10 competencies that, when exhibited together, identify someone as a high performer. The core competencies are:

  1. Ability to Prioritize
  2. Works well in teams
  3. Organizational Awareness
  4. Effective Problem Solving
  5. Self-Awareness
  6. Proactivity
  7. Ability to Influence
  8. Effective Decision Making
  9. Learning Agility
  10. Technical savvy

How can you develop the essential competencies?

The Right Questions is a framework that can be used as a tool to address these core competencies.  If you are seeking to improve in one of these areas then coaching can be a highly effective way to help you develop in these key areas.

Coaching, when done well, supports a client in achieving a specific personal or professional goal generally through facilitation of thinking.  This creates an environment of learning for the coachee.

Coaching can be described as:

Unlocking people’s potential to maximise their own performance. (Whitmore 2009: 11)

Or

The art of facilitating the performance, learning and development of another. (Downey, 2003:21)

Research has confirmed that one-to-one coaching is the most effective and satisfying way to help people achieve their goals.  This is compared to group coaching, teaching or self-coaching (Losch et al; 2016).

If you would like to find out more about coaching and how to find a coach then please do email me via our contact page.

If you would like some free coaching content then please do sign up to my email list.

References

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

The Top 6 Leadership and Management Books

I love devouring books in the holiday season and I always carefully consider the books I purchase or ask for as gifts. Here are my top recommendations for leadership and management books. There are some old titles and some new ones, but they are all indispensable reads and should inform and inspire you.

1. The 7 Habits of Highly Effective People – Stephen R. Covey

This was one of the first leadership and management books I ever read and since that first encounter, I have not stopped going back to it. Full of practical wisdom, the book takes you on a journey; setting a foundation that helps you win at a personal level before providing you with the tools you need to flourish as a leader. If you have not read this book yet then redeem yourself this Christmas and get a copy!
The 7 Habits of Highly Effective People – UK
The 7 Habits of Highly Effective People – US

2. Good to Great: Why Some Companies Make the Leap and Others Don’t – Jim Collins

Jim Collins has become one of the most influential voices in organisational development over the past decade. This prequel to his other famous book, Built to Last, applies a scientific approach to identifying what makes a company successful, including what is needed of the people who lead such organisations. The book is challenging and inspiring in equal measure.
Good To Great: Why Some Companies Make the Leap… and Others Don’t – UK
Good to Great: Why Some Companies Make the Leap… and Others Don’t – US

3. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – John C. Maxwell

John C. Maxwell is a prolific writer and there are several excellent books that I could list here but this is perhaps his classic work. His straightforward can-do approach to leadership is very appealing and his simple definition of leadership as ‘influence’ demonstrates that we are all leaders at some level and therefore should seek to develop our character and hone our skills to become the best leaders we can be.
21 Irrefutable Laws of Leadership – UK
The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – US

4. Influence: The Psychology of Persuasion – Robert B. Cialdini

Compelling and persuasive in its own right, Robert Cialdini’s famous work is a touchstone for people in marketing but considering Maxwell’s definition of leadership (that leadership is influence) this book is essential reading for every leader and manager. I guarantee that it will change the way you communicate and you will never see a sales pitch in the same way again!
Influence: The Psychology of Persuasion – UK
Influence: The Psychology of Persuasion (Collins Business Essentials) – US

5. The Decision Book: Fifty Models for Strategic Thinking – Mikael Krogerus and Roman Tschäppeler

This fantastic resource was a new purchase for me in 2012. The book may fit in your pocket but don’t let that fool you, it is a veritable treasure trove. It is made all the more attractive because the material is presented in simple, easy to access chunks so you can work your way through or just dip in whenever you need. Whether you decide to stash the book in your top drawer at work or keep it on your bedside table, make sure it is close to hand for when you want inspiration.
The Decision Book: Fifty Models for Strategic Thinking – UK
The Decision Book: 50 Models for Strategic Thinking – US

6. Making It All Work: Winning at the Game of Work and the Business of Life – David Allen

David Allen, the bestselling author of Getting Things Done, and an expert in achieving work-life balance, wrote this book. I have just been given a copy and it comes with high recommendations so I will be reading it over Christmas. I look forward to reviewing it fully when I am finished and discussing it in the New Year!
Making It All Work: Winning at the game of work and the business of life – UK
Making It All Work: Winning at the Game of Work and Business of Life – US

If you would like access to some bonus content and get updates then please do sign up to my email list.

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

The Best Books on Influence, Persuasion and Negotiation

How do you influence others? What make makes someone persuasive? Which skills do you need for effective negotiation?

You may not think that these questions are that important to you but consider: how many times today have you had to communicate with someone? Chances are in each of these interactions you have had to put a point across, ask someone to do something or come to an agreement on something. Simply put, this is influence, persuasion and negotiation. All three are key building blocks of effective communication.

Influencing, persuading and negotiating are therefore essential skills for everyone — not just for those in the sales, marketing or business development teams. By the way, if you are a job seeker, business owner, freelancer or self-employed you are the sales, marketing and business development team, whether you know it or not!

And this is certainly not just about the corporate sector. Whether you are an writer, actor, teacher, parent, scientist, coder, law-enforcement officer or working in the charitable sector, knowing more about influence and persuasion will make you more effective at what you do.

If you are a leader then you definitely need to hone your skills in this area. As the leadership expert John C Maxwell said:

“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.”

I have picked the resources that I have found most helpful, particular in my capacities as a leader and coach. Most of these titles are already very popular and you maybe familiar with some but I hope there is at least one new title or perspective you can find in the list below. Enjoy!

Influence: The Psychology of Persuasion by Robert B Cialdini

Want to read one book on influencing and persuading people? Start here. This is the classic work on influence by Robert Cialdini. Pretty much every other book or expert on the subject of psychology, sales and communication makes reference to Cialdini. Make yourself an expert too!

Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and William Ury

Do you want to improve your negotiation skills? Another seminal work, ‘Getting to Yes’ is all about the art of negotiation. What sets this book aside is the concept of using empathy as a start point and aiming for ‘win-win’ rather than ‘win-lose’ outcomes. In other words, reaching an agreement that is to the benefit to all parties, rather than the traditional dynamic (particularly in sales) where one side of the negotiations is left worse off.

The 7 Habits of Highly Effective People by Stephen R Covey

Has anyone not heard of this book? If you haven’t then you are missing a treat. For starters, it was Stephen Covey who took the concept of ‘win-win’ and moved it into modern management parlance by applying it beyond just negotiations and adopting it as a habit (the fourth habit: think ‘win-win’) for all our interactions with people. The 7 Habits is probably the most popular business and self-help book of all time and — even after 30 years since first being published- it remains as relevant as ever. I keep going back to this book, it is a fantastic resource, so get one if you don’t have it already.

Time to Think: Listening to Ignite the Human Mind by Nancy Kline

Do you think you are good at listening? Don’t assume so until you have read this. Active or empathetic listening is a critical skill and vital if you want to be effective in influencing a persuading people. In ‘Time to Think’ Nancy Kline develops the concept of creating a ‘Thinking Environment’ and gives practical approaches and tips on truly effective listening. Her work and research has shown how this is foundational to quality thought, creativity and communication.

The Art of Strategy: A Game Theorist’s Guide to Success in Business and Life by Avinash K Dixit and Barry J Nalebuff

Scared by the concept of mathematical models? Don’t be! This is an accessible introduction to Game Theory, the mathematical models and strategic psychology behind decision-making. The popular terms ‘win-win’ and ‘win-lose’ (already mentioned above) are from Game Theory and this book explores many of the common terms, aspects and models of the field (such as The Prisoners’ Dilemma) that you are probably aware of but have not considered how you could apply. The Art of Strategy gives just enough theory, layered with examples, to allow a common sense application of this fascinating science of decision making.

Nudge: Improving Decisions About Health, Wellness and Happiness by Richard H Thaler and Cass R Sunstein

Want to help people make better choices? Nudge is all about just that. Thaler and Sunstein take the art of influence onto the grand scale and explore what it takes to persuade and move large masses of people towards healthier and more productive lifestyles. Behavioral science has never been more interesting or accessible than in Nudge. Nudge has been hugely influential and is another must-read, particularly for policy makers and anyone involved in mass communications.

Made to Stick: Why Some Ideas Take Hold and Others Come Unstuck by Chip Heath and Dan Heath

Why do some ideas take hold more than others? To answer this question, Chip and Dan Heath have studied information hooks and the essence of what makes messages persistent. This book is fascinating and will change the way you pitch your next idea or even draft your next email. It is an invaluable resource for learning how to be concise, effective and ‘sticky’ with your communications.

Rapport: The Four Ways to Read People by Emily Alison and Laurence Alison

Want to know how to deal with difficult people? Wondering how to quickly build trust and effective communication? Then read Rapport by Emily and Laurence Alison. Emily and Laurence are experts in forensic psychology who have spent more than 30 years studying rapport building under the most challenging circumstances; namely through investigating the interrogation of terrorists and how (without torture) interrogators were able to establish trust with and gain information from their subjects. A fascinating read with lots of practical application to everyday communications and building relationships.

To Sell is Human by Daniel H Pink

What do you think when you hear the term ‘sales person’? Do you picture yourself? Probably not but this book may well challenge your thinking. Dan Pink writes accessibly and this short tome brings together much of the subject matter in the field of persuasion, influence and negotiation (including many of the books above) and is therefore a good way into the subject area. Dan Pink also helps to de-bunk the popular negative stereotype of sales and sales people and challenges more traditional sales practices. Therefore this is the sales book for all those (such as me) who hate the idea of the hard-sell!

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

Leadership: To Be or To Do? That is The Question

Here is a challenging thought: what if there are no leaders, just acts of leadership?

We often think about leadership as a role, but maybe this designation misses out on large aspects of what leadership really is.

It makes us question how we define a leader. What is leadership? Is it an identity, a measure of influence or the impact we have?

Leadership as identity

So what? What if there is no such thing as a leader?

The first time I heard this, everything inside cried out no! There was a rebellion at the very idea. After all, I am a leader. And if I am not a leader, what am I?

And in some ways, that’s the point.

As leaders, the threat of losing our role, position or title can be discomforting. So much of our identity is tied up with the names we give ourselves. We make the mistake of measuring our self-worth by our position and power.

Thinking about leadership not as who we are, but rather as what we do and how we do it is a releasing concept, as it empowers us all. We can all be leaders in this sense, no matter how many people are following us when we look over our shoulder.

So, don’t worry about the official number of people that you directly manage, or at least don’t make that your primary measure.

Anyway, if you are a pioneer, you may not have any people follow you immediately. Equally, in your situation, you may be on your own and just be leading yourself. That is not a problem. Leading yourself effectively is foundational to leading others well.

Leadership is influence

My favourite definition of leadership is simply that it is influence. I like it because it is simple and is one of the few definitions that can encompass the many and various manifestations of leadership, be that leading teams, self-leadership, thought leadership, and so on.

Influence is related to power, the terms are almost synonymous, but power tends to lead to negative connotations. Power conjures up the idea of hierarchy’s, the haves and haves-not, of abuses of power, or powerlessness.

What matters is what you do and how you do it. Whatever your measure of influence, use it well. Take responsibility for your actions and make a positive impact.

Leadership is impact

Why are leadership acts more important than roles? Because leadership is impact. It is the difference you make to people and to the world.

This impact is manifest in various spheres for example:

  • Self or an individual
  • A team, or community
  • In a larger organisation, network, or society

We all have some level of influence in these different spheres. What you do with that influence is more important than how much power you think you have.

So, we need to ask ourselves: what is the impact we want to have on the people we interact with? What difference do we want to make in the world?

Leadership is…

It is hard to get away from leadership being part of our identity. We have language, we name things, to help us make sense of the world. We also have a role to play in every situation, every team and tribe that we belong to. We might well be that leader.

But let us not mix up titles with worth. Being a leader is about influence, about how we can create change in the world. The way we choose to use our influence defines the nature and measure of the impact that we have. That impact is our legacy as leaders, and that is what will matter, hopefully, way beyond the time we cling on to any title we might have.

So, it may be that there are both leaders and acts of leadership, but perhaps we should judge the former on the latter.

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

You Are More Powerful Than You Think

If you do not understand the true meaning of power, then you could be undermining your success. Studies show that you could well be wrong about the concept of power. Answer these two questions and you will see:

  1. Do you think you are powerful?
  2. If you had more power, would you use it well?

Hold that thought and read on. Whether you are thinking correctly about power is largely dependent upon the answers to these two questions.

You are likely to have answered no to the first question. To the second question you are likely to have answered yes. If so, then evidence suggests that you are probably wrong on both counts.

Do you think you are powerful?

Before we decide if we are actually powerful or not let’s just confirm what we are talking about. Power can be defined as:

“the capacity or ability to direct or influence the behaviour of others or the course of events”

This definition is important to remember. We may not feel powerful, but we all have the ability to influence others and our situation. The problem is we often think of power in terms of what we don’t have rather than what we do have. We think we could change things if we had a little more. A little more power, a little more money, a little more seniority at work.

The reality is that we actually just need to get better using what we already have. As Mother Teresa puts it:

“Not all of us can do great things. But we can do small things with great love.”

Mother Teresa

What would it be like to be powerful?

When you hear the word ‘leader’ what picture first comes to mind?

Studies has shown that it is very likely you will imagine someone in control, telling people what to do. It is also likely that you are picturing a man rather than a woman (BaduraGrijalva).

If you are picturing a man, it is also likely that you picture someone who is dominating their situation (Bartol), coercing others through force – be that physical or psychological. This is due to the negative stereotypes of power in our culture.

It is strange that these stereotypes are so pervasive, even today. We all know there is a problem with having too much power. As Baron Acton puts it:

“Power tends to corrupt, and absolute power corrupts absolutely. Great men are almost always bad men…”

John Dalberg-Acton

The corrupting influence of power

But then we hit another problem. We would all like to think that we would not do the same, that we would not be corrupted by power. Unfortunately, the evidence is against us.

Many famous studies have shown that we are all susceptible, no matter what our age, colour or creed. Jane Elliotdid an experiment in 1968 to show the dangers of race discrimination with her class, giving preferential treatment to children based on the colour of their eyes. Brown-eyed and blue-eyed children took in in turn to rule over their peers. Negative behaviours were quick to set in. Children started to discriminate against classmates who had been friends just moments before.

In the equally famous university study, the Stanford Prison Experiment, students played either prison officers or prisoners. The experiment had to be abandoned after just six days. Those assigned as guards started to lose their empathy. The guards started to use force and subjected the assigned inmates to psychological torture. It was amazing how quickly intelligent, idealistic students lost their moral compass.

There are many more such experiments, as well as real life horror stories such as Abu Ghraib, that should serve as a warning to us all. None of us are immune from the potential abuses of power.

I can also speak to this from personal experience.

The Tiny Tyrant and My Part in His Downfall

The Author as a Cub Scout

Don’t be fooled by the smile, this is the face of a tiny tyrant. How do I know? Because it was me. This was me early on in my leadership journey and I did not make a good start, as we shall see.

Despite not being the ‘Great Man’ or born to leadership (see my previous post), my early leadership attempts were shaped by the notion of a leader who needs to control and dominate those around him. What I wanted was:

“the ability to impress the will of the leader (me) on those led and induce obedience, respect, loyalty, and cooperation”

B V Moore

One of the first official leadership roles I was given was around the age of 10 when I was made a ‘Sixer’ in Cub Scouts. This meant I was the leader of six other (unfortunate) children aged 8-10. Much to my shame, I thought that my power should reside in respect for my position, backed up with the threat of force to keep my team in line. First point to note: I was a skinny child who struggled to stand up in a strong wind at that age, so this did not come naturally.

One of my responsibilities was to organise my team and get them on parade in order to have our kit inspected at the beginning of an evening. To do this I would threaten to karate kick anyone who would step out of line. Second point to note: I didn’t know karate as much as I didn’t know how to lead.

Cub Scouts have got it right

At this point, as I sit here in my embarrassment, let me make this public apology to all who had to suffer under my short and ineffective reign as a tiny tyrant. At that point I failed to uphold the law of the Cub Scout, a law that could serve us well in all walks of life:

“Cub Scouts always do their best, think of others before themselves. and do a good turn every day”

Scouting UK

What I was doing aged 10, was leveraging the tiny role I had, and what little physical advantage I could muster, to ensure compliance. This was mainly born out of my own weakness and fear. It was – and still is – a counterproductive way to lead.

The Cub Scout motto holds a deeper truth. The appropriate use of whatever power we have is having a positive influence on others and the world.

Don’t be a control freak

Unfortunately, we can probably all bring to mind examples of adults who fit this tyrannical model. Do you know a manager who loves to throw their weight around, to exert their position of power and flex what little decision-making ability they have? How about an insecure team leader who threatens, bullies and coerces their subordinates, while also seeking the approval of those above them?

But coercion is generally a short-lived strategy. The more we seek to control the more we will struggle. As Princess Leia pointed out to the evil Tarkin in Star Wars:

“The more you tighten your grip Tarkin, the more (star systems) will slip through your fingers”

Star Wars

Don’t try to control everything and everybody. It is counterproductive.

Creating an environment where people flourish

I learnt from my early experiences. I went on to be an officer in the Army and when they hear that many people expect me to be a leader who shouts at people and tells them what to do.

Leadership is influence (Maxwell) but our legacy as leaders depends as much on how we achieved things as what we achieve. Leadership is not about controlling and dominating – it is about questioning things and empowering others.

Success is not just about winning. It is just as much about how you achieve your goals. And if you want to have a team who can succeed, then as the Google team-work study showed, a manager needs to provide an environment of psychological safety above all else. In other words, a place where people are not afraid to experiment, take risks and occasionally make mistakes.

You have power, use it, but use it well

So, if you are faced with a problem today, don’t immediately try to dominate the situation and enforce your solution. Try asking some questions. Understand the problem and other potential solutions first.

And if you need someone to do something for you, don’t just tell them to do it, think about how you can help them to achieve it. What information or resources can you provide to empower them?

Try this new approach to leadership and power. I think you will like it, and the people you work with, they definitely will.

If you would like access to some bonus content and get updates then please do sign up to my email list.


References

Badura, K L; Grijalva, E (2018) Gender and leadership emergence: A meta‐analysis and explanatory modelPersonnel Psychology; Vol 71(3), 335-367

Bartol, K. M. (1974) Male versus female leaders: The effect of leader need for dominance on follower satisfaction. Academy of Management Journal17(2), 225–233.

Bloom, S G (2005) Lesson of a Lifetime, Smithsonian Magazinehttps://www.smithsonianmag.com/science-nature/lesson-of-a-lifetime-72754306/

Lucas, G (1977) Star Wars: A New Hope, 20th Century Fox

Maxwell, John C (1998) The 21 Irrefutable Laws of Leadership, Nashville: Thomas Nelson

Moore, B V (1927) The May Conference on Leadership, Personnel Journal, 6, 124-128

Oxford Languages (2021) Oxford Dictionary, Oxford University Press: Oxford

Rozovsky, J (2015) The Five Keys to a Successful Google Team, Re:Work

Scouts, https://www.scouts.org.uk

Zimbardo P G (1971) The Stanford Prison Experiment, Stanford University

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

How to Lead in an Era of Artificial Intelligence

How will AI impact leadership and how should leaders lead in the future?

What does it mean to be a leader in the age of artificial intelligence?

Which leadership models best apply to the context of AI? Will leaders still need to exist in the future or are these roles also at risk due to technological disruption?

These are questions that I (along with many others) am pondering. My questions, funnily enough, were prompted by other questions. The first big mental nudge came when I was reading Homo Deus by Yuval Noah Harari. At the end of the book, he poses three important questions, that we need to grapple with:

Are organisms really just algorithms and is life just data processing?

What’s more valuable? Intelligence or consciousness?

What will happen to society, politics, and daily life when non-conscious but highly intelligent algorithms know us better than we know ourselves?

All three questions, and their answers, impact the realm of leadership and it was thinking through how these questions impact leaders that I started to consider supplementary questions that relate to my specific context, i.e.:

  1. What does it mean to be a leader in the age of artificial intelligence?
  2. Which leadership models best apply to the context of AI?
  3. Will leaders still need to exist in the future or are these roles also at risk due to technological disruption?

The deluge of questions relating to AI

These are certainly not the only questions, they may not even be the best questions, but I wanted to start thinking about things where I could bring some practical application, even if it was just in my own small sphere of existence.

There are of course many other questions relating to AI (many of which may ironically be machine-generated) but as a leader of an organisation that is facing significant change, and a professional in the leadership development arena, these three questions are of specific interest to me.

Having mulled over these questions for some time I thought I would share some thoughts. My hope is to generate conversation around how the fields of leadership and artificial intelligence interplay.

I think I should also state my biases up front. Although my wife would say that I generally have a negative bias (I just say that I am a realist), when it comes to AI I am not a prophet of doom. I think there are significant challenges that we need to address. It does feel like a key juncture in our journey as humans, but I don’t think we are just about to lose the human race (excuse the pun) to super-fast computers. You will see why I conclude that in the following reflections.

What does it mean to be a leader in the age of artificial intelligence?

To answer this question, we must ask ourselves, what does it mean to be a leader in any context? What does it actually mean to be a leader and does AI change that?

What is leadership? There are of course many definitions. One of my favourites is from the leadership expert John C. Maxwell who says that leadership, at its most fundamental level, is influence.

Leadership is influence, nothing more, nothing less.” John C Maxwell

I like this definition as firstly it is simple. Secondly, it highlights that leadership comes in many forms, not just in the direct management of other people. For example, there is self-leadership, thought leadership, leading-up and other types of leadership outside the stereotypical idea of a command relationship.

And that is why I also prefer the term influence to power. They are similar but power tends to have negative connotations and I believe that the idea of power does not translate as well to all types of leadership, for example, those I have just highlighted (self-leadership, thought leadership and leading-up).

Yes, AI will also have influence (or power) in these same realms, but as per this definition, leadership will continue to exist as long as humans choose to influence themselves and others. Let’s hope we are all around to influence each other – in positive ways – for many years to come.

Which leadership models best apply to the context of AI?

I have studied, taught, and written about many leadership models. I apply many of these theoretical frameworks in my everyday practice as a leader. Therefore, I don’t believe that suddenly, in the light of technological advances, these tools have (or will soon) become redundant. As long as we have any sort of human-to-human interaction then ideas such as transformational leadershipauthentic leadership or situational leadership all have their place.

However, these models do not directly address the context of AI. The best thinking that I have come across to date, that does confront the issues of AI, is The Threshold by Dr.Nick Chatrath. In his book, Nick does a great job of exploring the second question set by Harari, namely, “What’s more valuable? Intelligence or consciousness?” In applying this to leaders he introduces four paths for evolving our leadership. These are:

Cultivating Stillness

Thinking independently

Embodying intelligence

Maturing consciousness

But it is not merely theory. What I particularly love about Nick’s book is that each section has resources – including questions, exercises, and processes – for the practical application of each path.

  • Cultivating Stillness involves stopping to ask questions and taking time to reflect. It is the discipline of not getting swept away by busyness, change and chaos.
  • Thinking independently means embracing our unique cognitive powers, utilising the cognitive diversity of teams and creating thinking environments.
  • Embodying intelligence consists of embracing all the types of intelligence that humans have, such as emotional intelligence where we connect with our feelings, or kinaesthetic intelligence, where we utilise senses for thinking and communicating.
  • Maturing consciousness is a continual process of embracing change and complexity, being humble (and not threatened) by our limitations and serving others with love and wisdom.

I am attracted to the idea of the paths in this model as it does not set up a framework that seeks to solve ‘the problem’ of leading with AI. Instead, it is a map, indicating the journey that we can embark on, alongside those we lead and the artificial intelligence that we interact with.

Will leaders still need to exist in the future or are these roles also at risk due to technological disruption?

Much of the discussion around AI has centred on who is going to lose their jobs to machines and how soon.

For many workers, machine intelligence will force an evolution of skills and approaches. There are many subtle but important shifts that we need to make.

Such a shift needs to take place for leaders too. Here we come back to the question “What is leadership?” If our answer relates to leadership as a role or position then yes, it is likely that some jobs will be at risk. But as per the earlier definition of leadership, if leadership is about influence, then this will take place as long as humans exist.

And the emergence of new intelligence opens novel leadership opportunities. Burgeoning machine minds need influencing too. This might spawn a whole new field of leadership. There are new leadership books to be written for sure! How about:

  • Start With WhAI
  • Thinking Fast (machines) and Slow (Humans)
  • Good to GreA.I.t
  • How to win friendly algorithms and influence highly intelligent, rapidly developing non-biological self-learning entities

Well, maybe not those exactly, but something for sure. And, in this arena, I expect that the concept of values-based leadership will be increasingly important, as how we want to influence the machines that influence us will involve an ethical approach to decision-making. Therefore, leaders are likely to need to study more philosophy and less management. It is a shift that I have already made in my reading and personal development.

What is the future for leaders in a world of artificial intelligence?

So, dear conscious readers, (no, not you, ChatBot, or at least, not yet). Leadership certainly does have a place in the world of AI. The idea of leadership, the exerting of influence will remain.

Leadership will evolve, as with many other roles and professions. New models (such as the 4 paths of The Threshold) will emerge to cover how we better lead humans and machines.

I also believe that we leaders need to broaden our own minds and be more philosophical if we are to grapple effectively with the ethical issues concerning AI, business, work, and life in the future.

And one of the most important things we can do is to talk about this stuff. It is through the sharing of thoughts and ideas that we shape our future. As we engage in dialogue we influence each other. In other words, we lead. If we keep doing that, then there is hope for humans, AI or no.

So, I look forward to the continuing conversation on artificial intelligence and leadership (in all their various forms).

Yours ever, humanly (or at least until I get an upgrade),

Simon (1.0)

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!

Why Leadership is Important to Everyone and How We Can All Be Better Leaders

You may not have been born a leader, but you were born to lead

Do you think of yourself as a leader?

Maybe leadership feels natural to you. Or perhaps, you don’t feel like a leader, even if you are in a management position.

In my case, for a long time, I didn’t think I was a leader. I certainly did not feel that I was born a leader or that I encompassed what I thought were key leadership qualities, such as large amounts of charisma, power, and self-confidence.

But then, much to my surprise I was given some small management roles and (hiding my insecurity) I started to lead others. I won a scholarship with the military and became an Army Officer, gaining invaluable leadership training and practical experience in command.

From there, I have gone on to various leadership roles with increasing levels of responsibility. As well as leading a large organisation, I coach senior leaders, write a regular leadership column, and facilitate leadership courses.

But you would never have predicted that if you had seen me in my early years. So, what happened? What made the difference?

The 3 Simple Truths of Leadership

The shift for me was gradual, but I can now point to three simple (but revolutionary) truths that have impacted my leadership journey. These are:

  1. Leadership is all about influence
  2. Everyone is a leader to some extent
  3. We can all improve and develop our leadership

These truths now drive my purpose. I help others in their leadership path and often this involves de-bunking unhelpful assumptions about what a leader is. And this is an inclusive approach to leadership; everyone can lead and get better at leading.

I love adventure (it is one of my core values) and I like to think of life as a journey. On our road, we often meet or travel alongside others. Each meeting is an opportunity, no matter how long or short the time is that we spend together. With every interaction with others, I think, “What can we teach each other that will make us better leaders and equip us for the next stage of our adventure?”

Therefore, even though we are not together in person now, this is still a moment of connection. I hope some of my thoughts will help you on your journey.

What is the definition of leadership?

Before we unpack the 3 truths of leadership a little more, let’s first define our terms. Specifically, let’s define what we mean by leadership.

There are many definitions of leadership. W.C.H. Prentice, in his famous HBR article of 1961 defined leadership as:

“The accomplishment of a goal through the direction of human assistants”

W.C.H Prentice

Most people think about leadership in these terms. It is about one person using other people to get stuff done.

However, this definition does not quite capture all types of leadership. For example, what about self-leadership, followership, 360-degree leadership, or thought leadership?

Therefore, my favourite definition of leadership is that of author John C. Maxwell who says that leadership is, in its essence, influence.

“Leadership is influence, nothing more, nothing less.”

John C. Maxwell

Thus, I would define leaders as people who use their influence (or power) to initiate change.

How can everyone be a leader? Am I a leader?

With this definition, of leadership as influence, we can now see the logic of how everyone is, to some degree, a leader. This is because we all have a measure of influence, on ourselves and others.

“Everyone is a leader because everyone influences someone.”

John C. Maxwell

The term influence is synonymous with power, but I prefer the term influence. That is mainly due to how people view themselves. If you ask someone “Are you powerful?” very few people would say yes. However, if you ask someone “Do you have a degree of influence, on yourself and others?” then most people would recognise that they do.

Even when people protest that they have little influence on others, they can see that they do have influence on themselves. This is self-leadership. And we all have friends, families, associates, and colleagues who we interact with. Every interaction we have creates little micro changes in ourselves and our environment. So, even if small, our influence is important, because it affects the people we love most.

Therefore, we need to think about what we want to do with our influence. What changes do we want to initiate? To step up as leaders, all we need to think about is what future we are trying to create. What is the positive world that we are trying to bring about in people and our environment?

We can all be better: leadership requires a growth mindset

That change starts with us. It is a choice, committing to self-improvement and then to lead ourselves and others better. The first vision we need is one for ourselves. What is the better version of us that we want to grow into? What sort of leader do you want to be? If we want effective change, we need a clear picture of what we want to change into.

“Be the leader you wish you had.” 

Simon Sinek

And that growth never stops. You may be a new team lead or the CEO of a large company, but the simple fact remains; we can all improve our performance. Therefore, no matter how far along our leadership journey we are, we all need time to reflect and work out what we work on next.

There are many different tools that can help us assess our strengths and weaknesses or identify areas for growth. One useful framework is that of Robert Katz who breaks down skills into technicalhuman, and conceptual competencies. You can find a breakdown of these in the article Which Leadership Skill Do You Need to Develop Most?

Once you have decided upon an area for development you can start to experiment and learn. A growth mindset is dependent upon experiential learning. As with David Kolb’s learning cycle, we have an experience, we then reflect on it and we think about conceptual tools that can help us. Then we experiment with applying those concepts, thereby creating a new experience, and so the cycle starts again. We might make mistakes, and some things might not work, but by following this cycle we fail forward; always learning and progressing.

And if you are really committed to self-improvement then there are various leadership training programmes and executive coaching options that you can consider.

Are leaders born or made?

No one is born a fully-fledged leader, and no one is a leader by birthright. We should not see someone as either a born leader or not.

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.”

Vince Lombardi

So we can dispense with Great Man Theory; the idea that some people are destined from birth to be the makers of history. But, if leadership is influence and we all have some influence, then we are all born with some capability to be leaders in that respect.

You may not have been born a leader but you were born to lead.

Whether we recognise that fact, develop ourselves, increase our influence and have a positive effect? That is a personal choice.

So, what choice will you make?

“A leader is anyone who takes responsibility for finding the potential in people and processes and has the courage to develop that potential. Leadership is not about titles or the corner office. It’s about the willingness to step up, put yourself out there, and lean into courage.”

Brené Brown

If you want the right answers you have to start with the right questions

About The Right Questions

The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.

Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.

Need help navigating your journey to success?

I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!