Leadership is no simple task. It requires a delicate balancing act, a dance between the needs and desires of an array of stakeholders, from employees and customers to shareholders and business partners. Business leaders constantly find themselves on a tightrope, where their sense of responsibility is stretched across the spectrum of business strategy and people management.
Maintaining this balance is not a luxury, but a necessity in today's dynamic business world. The impact of failing to keep this balance can be enormously detrimental to the business. On the one hand, if the people aspect is neglected, it leads to disengaged employees, lost productivity, and high turnover, which can directly affect business performance. On the other hand, losing sight of the overarching business strategy can result in misguided efforts, wasted resources, and ultimately, business failure. And within each broad responsibility there are numerous issues to balance too.
Indeed, management and leadership can often be likened to juggling. They must keep multiple balls in the air simultaneously, aware that letting one fall could lead to an unravelling of the whole performance. These responsibilities vary from operational tasks such as ensuring financial viability and maintaining product quality, to strategic ones like shaping the company culture, fostering innovation, and managing risks. They also encompass softer aspects like understanding individual employees' aspirations and providing a nurturing environment for them to thrive.
These ‘circus talents’ are all great to have, but be careful to avoid inadvertently becoming the clown act. One of the critical skills of effective leaders is knowing when and how to delegate responsibilities. They understand that they cannot - and should not - do it all. Instead, they empower their teams to take ownership, fostering a sense of autonomy and personal investment in the company's success. This approach not only frees up the leader to focus on strategic decision-making but also boosts team morale and engagement, leading to a virtuous cycle of productivity and job satisfaction.
Ultimately, being a business leader means accepting the responsibility to juggle different tasks, not as a burdensome necessity, but as an opportunity to drive organisational growth and create a fulfilling work environment. Balancing people happiness with business strategy isn't easy, but it's the foundation upon which
successful businesses are built. None of which can be achieved if you are burnt out…so delegate 😀.
I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;