Some Thoughts on Effective Leadership Habits

Eisenberg, Goodall and Tretheway in their book, Organizational Communication (2007) suggest that great leaders possess a unique combination of habits: habits of mind, habits of character and habits of authentic and compelling communicative performance (p. 281). Let’s briefly think about each of these.

Habits of Mind

Eisenberg et al. (2007) describe habits of mind as patterned ways of thinking that define how a person approaches issues and conceives of resolving or dealing with them (p. 281). They cite Quinn as proffering that, “leadership is less a prescribed set of behaviors than it is a uniquely expansive mindset, one that is focused on the creation of possibility” (p. 281).

As we think about the habits of the mind, I am reminded of the importance of how we direct our thinking. Philippians 4:9 in the Bible tells us. “…whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable – if anything is excellent or praiseworthy – think about such things” (NIV Bible, Philippians 4:8-9). Developing the habit of mind that accentuates our thinking toward good and positive things will help to train ourselves toward more positive attitudes. Maxwell (2003) advises leaders that, “If you are willing to change your thinking, you can change your feeling. If you change your feelings, you can change your actions. And changing your actions—based on good thinking—can change your life” (p. 5). Interesting food for thought.

Habits of Character

Eisenberg et al. state the belief that habits of character revolve around the virtue of modesty which they purport is the essential quality of character. “Modesty—personal humility about one’s accomplishments and a profound commitment to the good of the company—is vital to leadership because it is inspiring” (p. 284). The authors point out that the unique blend of professional will, with personal humility, is what is found in the concept of “servant leadership” (discussed in earlier entries on this blog).

I can certainly relate to each of these three leadership “habits,” but the habits of character and the relationship to servant leadership particularly resonates with me. Habits of character certainly involve looking out for the interests of others, not just your own. From a Christian point of view, servant leadership must first be compared against the selfless model of servant leadership exemplified by Christ.

            ⁵ Your attitude should be the same as that of Christ Jesus:

⁶ Who being in very nature God, did not consider equality with God something to be grasped, ⁷ but made himself nothing, taking the very nature of a servant, being made in human likeness. ⁸ And being found in appearance as a man, he humbled himself and became obedient to death – even death on a cross! (NIV Bible, Philippians 2:5-8).

Don Howell (2003) notes that, “Those who stand out in Scripture as leaders are designated, first of all, ‘servants of the Lord’” (p.4).

Habits of character also seek to include others rather than merely leading them. Sashkin & Sashkin (2003) suggest that the best leaders lead in a way that, “when the work is done and the goal attained, the people say, ‘we did it ourselves’” (p. 7).

Habits of Authentic Communicative Performance

Habits of authentic communicative performance deal with the coupling of effective communication skills with genuinely held values and beliefs. Eisenberg et al. (2007) suggest that leadership today is dependent upon 1) the ability to create and verbalize a compelling vision for the future, 2) the development of a credible life story, and 3) the ability to “use language performatively to inspire others to choose those desirable future actions and to work hard to help you attain them” (p. 286).

As we think of “authentic” communication, Ford (1991) refers to the Master communicator—Jesus…

                                                                                         

If we go to Jesus expecting to find a conscious philosophy of communication or specific speaking techniques, we will be disappointed. If, however, we see communication not as a technique, but as an expression of all that we are, then we find in Jesus the model of a master communicator (p. 230).

With all the means of communication available to us today, we may forget that principles of good communication are not new. Ford (1991) cites Aristotle as setting forth enduring principles for effective persuasion. “He (Aristotle) taught the importance of combining logos (the essence of the message), ethos (the credibility of the message) and pathos (the appeal to the inner motives of the hearer)” (p. 230).

Next week, as pertaining to the idea of being “authentic” touched upon above, we will begin a series on the subject of “Authentic Leadership.” So tune in again next week!

_______________________

References:

Eisenberg, E.M., Goodall, H.L. & Tretheway, A. (2007). Organizational communication. Balancingv crativiety and constraint. Boston, MA: Bedford/St Martin’s

Maxwell, J.C. (2003). Thinking for a change. 11 ways highly successful people approach life and work. USA: Warner Books

Howell, D.N. (2003). Servants of the servant. A biblical theology of leadership. Eugene, OR: Wipf & Stock Publishers

Sashkin, M. & Sashkin, M.G. (2003). Leadership that matters. The critical factors for making a difference in people’s lives and organizations’ success. San Francisco: Berrett-Koehler Publishers, Inc.

Ford, L. (1991). Transforming leadership. Downer Grove, IL: Inter Varsity Press

Handling Resistance with Two-way Communication

One of the best tools a leader can employ is two-way communication, giving and receiving messages face to face if possible or by whatever medium is employed. Let us, for this article, specifically consider communication in handling resistance. Whenever leading change, resistance can be expected. Employing effective communication is the most important leadership skill to overcoming resistance.

Every problem can be seen as an opportunity—an opportunity to engage in back and forth communication and find solutions. Facing resistance provides the opportunity to engage in two-way communication to discover the reasons behind the resistance and reach mutual accord toward forward progress. Open resistance is actually desirable because it begs for communication and resolve. Covert resistance may take longer to detect and address. However, when it becomes apparent—and it surely will eventually—it still is an opportunity to initiate productive communication.

If you are a leader proposing change, you must believe the change is for the best—the best for your organization and for its members. If not, why are you doing it? So, if the change is for the best, your job as the leader is to convince all parties involved. You must compellingly communicate the vision, identify obstacles and overcome them. You must understand why there is resistance, which means listening as well as telling. The benefits of these two-way conversations will serve the greater good if you are 1) able to identify and correct flaws in your plan, 2) able to allay fears and ameliorate the plan, and 3) able to win greater support and buy-in to the change vision.    

As well as confronting resistance, there is often resistance to having a conversation about the problem. Tough conversations are certainly not comfortable for you or your organization. So why would you want to subject yourself and your organization to discomfort? In her book, Fierce Conversations, Susan Scott offers this answer: “Because what’s on the other side of your toughest issue is worth it: relief, success, health, freedom from stress, happiness, a high-performing team, a fulfilling personal relationship. And because of what’s in store for you if you continue to avoid addressing and resolving the tough issues” (Scott, 2004, pp. 124-125).[1] 

  

---

[1] Scott, S. (2004), Fierce Conversations. Achieving success at work and in life, one conversation at a time. New York: Berkley Publishing Group 

A Communication Parable

In the land of Burgartha, faithful disciples of the great teacher Mugwump were gathered to observe the ancient rite of toe-snipping, a rather gruesome ritual involving the amputation of disciples’ little toes. Centuries before, Mugwump himself had written, “If thou wouldst be clean, cast away thy little toes, separate them far from thee.” This rather cryptic communication from the past seemed clear enough; and, while no one was quite sure what little toes had to do with inner cleansing, they believed in Mugwump’s wisdom. If chopping off a digit here or there would make them clean they would suffer the pain.

Two thousand years earlier, according to historical records, the people of Burgartha were plagued with an infestation of tiny flea-like insects. These blood-sucking parasites were so small that the people could not even see what was causing their affliction. It was the great teacher Mugwump who, using a convex shaped glass, discovered and identified three types of tiny siphonapteras: throgs, omits and ekites. A little know fact of history—a fact that would take some investigative research—was that as the people cleansed themselves of throgs, omits and ekites an idiom emerged: “Cleanse yourself of little TOE’s,” meaning wash away the tiny throgs, omits and ekites. It meant, “Take a bath.”

The point of this silly little parable is to point out the importance of precise and unambiguous communication. Hughes, Ginnett and Curphy (2006) define effective communication as the ability to transmit information with a high probability that the intended message will be passed to and understood by the receiver (p. 437).[1] Thus there is a responsibility on both ends of the communication to be sure the intended message is given, received and understood. The Burgathites in the story above would have done well to dig a little deeper to find out the true message initiated and intended by Mugwump. Leaders initiating messages today will do well to take extra measures to be sure the message they want to convey cannot be misconstrued.

Communication at its core is basically cooperation. When someone shouts at you “Look out!” and you jump just in time to avoid being hit by an automobile, you owe your escape from injury to the fundamental cooperative act of communication by means of uttered noises. You did not see the car coming; nevertheless, someone did, and he made certain noises to communicate his alarm to you. Indeed, most of the time when we are listening to the noises people make or looking at marks on paper that stand for such noises, we are drawing upon the experiences of others to make up for what we ourselves have missed (Hayakawa, 1964, pp. 10-11).[2] A wise leader will skillfully learn to utilize communication to the fullest advantage to enhance cooperation toward a shared vision of a preferable future for all concerned parties. At the same time, he or she will also learn to recognize and avoid pitfalls to clear communication, that progress is not hampered by personal or organizational injury. Let us make sure no toes are unnecessarily sacrificed.

---

[1] Hughes, R.L., Ginnett, R.C. & Curphy, J.C. (2006). Leadership. Enhancing the lessons of experience. New York: McGraw-Hill/Irwin.

[2] Hayakawa, S.I. (1964). Language in thought and action (2^nd ed.). New York: Harcourt, Brace & World, Inc.