10 Lessons in Leadership

Article Written by Jannie Rossouw of Bright Future Consulting

I have been fortunate to have spent more than three decades in positions of leadership. In this article, I share some of my key learnings on the topic of leadership.

I trust that the insights will also be of value to you.

Grow to become a servant leader

A leader is not only a person in a position of authority. A leader is someone who serves the very people they lead. By serving others you teach them to be humble. It enables a leader to become part of the team where respect is earned as your colleagues see you in action and where they experience your willingness to learn with them.

Know the details of your business

If a leader shies away from understanding the detail of the business, i.e., leaves it in the hands of staff alone, it borders on abdication. As a business grows it becomes more difficult for the founder leader to keep tabs on every minute detail of the business. You then need to rely more on the managers who are appointed to understand the detail workings of their respective divisions. The leader’s role is then shifted to focus on the key performance indicators of the business, develop the vision of the business, and to provide strategic direction.

Admit when you are wrong – move your ego aside

To admit when you are wrong shows that you are human. Blame shifting is unproductive and ignorance is bliss. When we fail at something or make a mistake, it creates an opportunity to learn. It becomes a missed opportunity if your ego stands in the way of progress. People will not think less of you because you erred.

First try to understand before you expect to be understood

There are usually three sides to every situation – my perspective, your perspective, and the truth. Put in the effort to understand the other person’s perspective. I have found that sometimes my original request to a person was not clearly defined and hence the outcome was not aligned with my expectations. This is a sure way to fast-track the remedy and resolve the situation. Be quick to listen and slow to have a knee-jerk response.

Be a go-giver

Usually, the adage states that we need to be “go-getters”. If we turn this around and focus on giving more and adding value to colleagues, clients and stakeholders, we are setting the stage for a collaborative outcome. People are more inclined to give something in return instead of merely responding to you because you are in a leadership position.

Give recognition when earned

We all have a need to be recognised. Give authentic recognition to people in front of their colleagues. Also remember their loved ones, they are the silent partners of your business partners and staff. Also make a point of catching people when they are doing things “right”.

Create opportunities for staff to voice their opinions

One sure way to receive their honest feedback is to request them to complete an anonymous survey.

There are only three questions to ask:

• What is going well in the business?
• What is going wrong in the business?
• What would I change immediately if I were the boss tomorrow?

The golden rule is not to go on a witch hunt if you receive feedback, you did not expect or like.

Trust people until proven wrong

Trust is something which is earned, but in a business, we cannot distrust people until they have proved themselves. Set boundaries of responsibility in which we allow people to make judgement calls. These boundaries will limit risk should people fail. When people know that they are trusted, they are more inclined to live up to a good reputation.

Be fair

To be fair as a leader we need to stick to the facts and manage our emotions. To be fair also means that we need to be reasonable. Treat people on equal footing.

It is lonely at the top

To be a business owner and leader of people is a lonely responsibility. Surround yourself with people who have your best interest at heart. Engage with a friend or objective party to the business to act as a soundboard to speak about the challenges and opportunities in the business.

Do you also need any of the following services?

• Business advisory support/Accountability partner?
• Business finance?
• Banking facility audit?
• Family business advisory services?
• Help with the buying or selling of a business?

Speak to your SFP financial adviser who will introduce you to the designated subject matter expert on the SFP enterprise panel who would be able to address your specific business need or requirement.