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Do you want to know the secret of successful leadership? If only it were that simple!
But while there is no one-size-fits all formula, there are certainly some common ingredients which can help you create a solid foundation on which to build.
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Being clear on your vision so you know where you’re heading, and formulating a strategy so you know how to get there, are of course essential. But there’s another ingredient which I believe is absolutely imperative – and this is the part related to engaging your people.
There’s a reason why organisations – ING DIRECT included – place such emphasis and importance on culture and measuring staff engagement. Quite simply, the people you work with are integral to the success of your organisation. They’re the ones helping you execute your strategy; they’re the ones who create and embed the culture; and they’re the ones who interact with the customers. So it stands to reason that the more engaged they are, the more satisfied your customers are, and the more successful and sustainable your business will be.
Building a sustainable business is a common challenge for many leaders as they strive to maintain a point of difference in an increasingly competitive marketplace. Strategy, structure and direction are all susceptible to change as the organisation repositions itself for success in response to external market forces, creating ambiguity and uncertainty for the people that work there. And it’s dealing with this by-product of change – ambiguity and uncertainty – which brings added complexity to the role of any leader.
It’s a challenge that we at ING DIRECT were also faced with as we adapted our own third-party service offering, transitioning to a holistic model to better support our brokers and advisors. So what did we learn? This is what I believe made the difference in increasing our engagement score from 82 per cent to 92 per cent on the previous year:
1. Communicate clearly and maintain momentum
We’ve all heard of the importance of creating a compelling strategy and the pitfalls of failing to execute. Communicating your strategy clearly and comprehensively to those spearheading its implementation is critical, as is checking that the strategy has been clearly understood. You also need to maintain momentum by providing regular updates and feedback about individual and team performance around supporting its implementation. Communication should be clear, crisp and contextually appropriate, and highlight strengths and development areas to those driving implementation efforts.
2.Energise and inspire
One of my favourite leadership sayings is ‘The best things good leaders do is create good leaders’. I believe that inspiring leaders draw out the best in others – they understand their key motivators and give them the space to grow, shine, try and fail.
It’s the people that work for you that make the difference – so inspire them through displaying passion and energy in your approach. Storytelling is also something most people relate to; it builds authenticity and makes the business of leadership real.
3.Focus on accountability
People are often apprehensive of change as it can unveil new grey areas in roles and responsibilities, but actually these can provide opportunities for people to learn more, do more and take on more accountability. We focused on empowering people to make more of their own decisions, moving away from the traditional hierarchy to a more collaborative approach. There is a sense of making things up as you go along, experimenting and constantly reframing and you need to get comfortable with that.
Sound like a challenge? It is – but if there is one secret of successful leadership, I’d have to say it’s in the practical application. Someone can tell you what to do and how to do it, but the real test is in how you put the theory into practice and how you personally manage the situation.
Dealing with change isn’t easy; you do need courage to get you through the tough times, confidence in what you’re doing and the imagination to do things differently as you build a sustainable business. But persevere and be bold, for fortune favours those who are!
Lisa was particularly drawn to ING DIRECT for its dynamic, unique culture and relishes the challenge of providing the best value for customers while making a fair return for our shareholder.
Along with her extremely demanding role at ING DIRECT, Lisa has three children and enjoys spending time in the family home, reading, travelling and remaining fit and healthy.
