The context
The so-called ‘human-side’ of change has more currency these days. Fundamental changes in the psychological contract mean the leader’s role is tougher. Tenure in senior leadership roles is typically shorter, and expectations higher for improved performance. Less time, more impact. Also, many employees expect their working lives to be more satisfying and rewarding. As well as handling performance delivery, leaders have to appreciate the emotional make-up of their team. Demanding.

I believe that:

• Effective leaders make work meaningful for the people they lead. They don’t spout corporate jargon. We know the difference between authenticity and promotion.

• Effective leaders spot energy around them, and distribute leadership to people with passion.

• Leadership is relational, not positional. Unless you have willing followers, you have no leadership.

• You have to be comfortable enough with yourself. Do you want to be a leader?

• Effective leaders have the courage to let go of the illusion that they can control change through more effort. You can’t control how anyone will react to your intention – people and organisations are too complex.

• You can have a big, positive impact. People can improve their performance as leaders, but they have to want to change – motivation comes from you.