Today, I would like to discuss chocolate hobnobs. Let's talk about this delicious treat and what makes it so special. Chocolate hobnobs can teach us a great deal about leadership. In fact, we may be surprised by the amount of insight they provide! Regardless of your opinion on chocolate hobnobs and whether you feel like a leader or not, there are three messages for each of us today. You do not need to be an influential political figure, high ranked military personnel or CEO to be a leader. Every one of us has the capability to make a meaningful impact; in fact, each one of us can bring about positive change. Leadership isn't just about having a formal role, it's also about our individual character - but this often gets overlooked. Each and every one of us is a leader in some capacity, no matter what our position may be. It's unbelievable how quickly my own search on Google retrieved me 760 million results for "leadership" within a half-second! With such immense data, it is almost impossible to pinpoint our desired information out of all the search results. The UK is said to have an average of six months spent searching for everyday items such as keys and mobile phones. This can often be quite time consuming, yet the result is worthwhile! Finding that one specific item among 760 million can be a daunting task. For instance, searching for an important case may take months of effort and sifting through countless items. Locating the desired item becomes even harder when the number of items grows larger and larger.
We observe a problem of complexity today as thousands of different leadership models and concepts have been blended together, forming a tapestry similar to an intricate chemical formula. This confusion often bewilders university professors who are expected to understand it. Leadership is often considered complicated, but it really comes down to two main principles. By using them effectively, one has the potential to motivate those within teams, organizations and even communities. It may seem challenging but grasping and applying these rules will ensure success in leadership. The root cause of the confusion arising from the multitude of leadership theories can be attributed to our habit of searching for a silver bullet; instead of exploring and unlocking the secrets to effective leadership. We often hastily seek out this one quick fix which will magically provide us with an understanding that will somehow transform everything. My silver bullet seemed like the answer to all my problems, but rather than making them simpler, it only created more confusion. I loaded the shiny new slug into my gun and hoped for simplicity - yet all I got was complexity. The true message of leadership has been increasingly overshadowed by an abundance of models and rules. All the additional complexities have made it difficult to locate the two fundamental principles that should be remembered at the heart of all leading.
Leadership is an ancient art, one that has been around for centuries, even millennia. It is a secret to many that this skill has been cultivated and refined over time - the true essence of it lies in its long history. I'm an engineer with a passion for leadership and alignment, and a focus on keeping things simple. I'm not the head of state or a professor like Einstein, but I strive to lead in an effective manner anyway. I have had a variety of experiences with leadership, from successes to failures. I have learnt more from my mistakes than anything else and that is what I'd like to share specifically today- an example of my ultimate failure: when I was the man behind making chocolate hobnobs. The factory not far from here had a problem child- its production line. So, I was hired as the 'hotshot' to solve the situation which had already been attempted by two others before me and failed. How naïve we were! We're about to embark on an incredible journey through time and space - a journey of leadership, all the way back to the 6th century BC. Let's experience my worst ever shift together! In under 15 minutes, we're going to recognize centuries of leadership thinking as we make our way to join out. Let's take this opportunity to cover as much ground on this essential subject - even though it means leaving a lot of details behind!
When people barely knew their leader existed and his aim fulfilled, they could say "We did it ourselves." This was what Sun Tsu believed: that the best leaders are those who do their job without drawing attention to themselves. The jewel of the kingdom is the general who moves forward without desiring glory, and retreats without fear of humiliation; his only intent is to serve his country and ruler with loyalty. Tzu wrote about this act of heroic leadership in The Art of War, a book that continues to be extremely popular amongst even modern influential leaders. Cicero, the Roman Consul of the first century BC, thoroughly understood that for any leader to bring about progress and results, focus on others was of utmost importance. He knew that if anything was going to change or accomplish, long-term success would only be achievable through enlisting the help of others. Jesus in the first century taught that if anyone wished to be great amongst them, they should become a servant to all. His disciples likened the relationship between leaders and followers to that of a shepherd tending to its flock; caring for them and looking out for their well-being.
Until the 16th century, there was a consensus that leadership was about service, not dominion. However, Nicolo Machiavelli, an Italian thinker and author of "The Prince", took a different stance, believing that it was all about the leader. The leader maintained their power by any means necessary, be it by force or deceit. In order to achieve this, appearances were often crafted to hide the reality of the situation. Unfortunately, we are still dealing with the repercussions of these beliefs and actions today. From Machiavelli, we learned not only the dangers of managing change but also the importance of securing Rule Number One of Leadership. By creating a definitive understanding, it allows us to discard any doubt or conjecture that may arise. In the 19th century, Scott Thomas Carlisle argued that leadership was an innate trait, not something created. He believed that "leaders are born, not made". If you had "it", great accomplishments would be within reach, however if not, then it will be difficult. It depended on the situation - whether you were a leader or a follower. You could be one or the other, depending on what each situation required. I am either a manager or a worker. It all depends on which position I am assigned to occupy in an organization. The choice between the two roles is only made by my superiors; they decide what is best for me depending on the skillset and experience that I possess at any given moment in time. Frederick Taylor, a 20th century figure, even developed the concept of scientific management which removes the need for workers to have any control and responsibility over their work. Instead of allowing them to become the best they can be, this theory proposes deciding the "right way" to perform tasks, thereby optimizing their work output. Scientific management, pioneered by Frederick Taylor in the early 20th century, has long been dismissed; however, its influence persists today. The huge inequalities between employers and employees demonstrate this enduring impact.
Leadership has been revitalized with a deeper understanding of its fundamental rules. By turning the old wisdom upside down, all aspects of leadership have been re-examined and analyzed. This new perspective gives us a rather different insight into the core principles that make up successful leadership. The desperate attempt to find the traits of good leaders resulted in a study where they tried to measure and develop themselves, only to discover that the only significant qualities in the best leaders were that they were slightly taller and more intelligent than average. This was as far as their research took them. The development of the Celebrity Chief Exec stemmed from the idea that, by researching and copying the behavior of great leaders, those wishing to become successful could do so. Thus, this behavioral model became the desired goal and ultimately led to the movement away from traditional leadership techniques. The leading idea behind their autobiographies was that you had to imitate every aspect of their life in order to attain brilliance - from the way they walked, talked, and even dressed. Consequently, the only way one could be truly brilliant was to have a frontal lobotomy. The Heathrow Airport School of Leadership originated from a shift in thinking which was driven by Professor Richard Jolly from the London Business School. This new way of leading resulted in an effective management style, emphasizing the importance of taking risks and embracing change. At the airport, the boss suddenly would have realized they had forgotten their book. Not wanting to miss out on some reading material, they would go to the airport bookstore and headed straight for the business section. There they would grab a copy of an autobiography of a famous CEO and spent the remainder of their flight devouring it; only to have learned little to no helpful life lessons. Before their boss's holiday departure, the truly enlightened employees would save themselves a lot of anguish by picking up a book for their boss as a gift.
True leadership begins with one simple rule: it isn't about you. As Bill Clinton famously said, "It's all about the people!" This is the starting point for everything that you need to know. Unfortunately, this indisputable principle is obscured by an ever-growing array of requirements and expectations. The result? A world that is more chaotic than it should be. Eleanor Roosevelt described the difference between a good leader and a great one: A good leader can create confidence in themselves, while a great one can inspire people to have self-confidence. Leaders need followers to be successful; temptations exist to gain them. Rule number one is to provide answers that followers will look for and rely on, as having these answers helps create a relationship of reliance between the leader and their followers. The best leaders don't create more followers - they recognize the importance of creating more leaders. Instead of relying on a hero flying in to resolve all issues, they understand that no single person has all the answers. The world is too intricate and interdependent to rely on one solution.
I was the problem solver, dedicated to the "problem child", ready to make it come right. I brainstormed solutions, pushed boundaries and worked all hours. Although I had a brilliant mind, there was a fear that everything might not be ok or that I could be cast as some sort of failure. At the end of the day, I had misunderstood rule number one, resulting in everything unraveling around me. It was my own selfishness that led to my disappointment – pride took over from treating it as a shared effort with everyone's tears, sweat and blood. We oftentimes find ourselves in a place where it seems like everything rests solely on us. Whether this be at home, school, work or in our community, the key is to remember Rule #1 - we're not the only ones who care and understand what we're going through. Robert Greenleaf, in the 70s, revived the concept of leadership by introducing his model of servant leadership. He emphasized the importance of rule number one but acknowledged that it was only one part of a larger picture. To complete the picture, he highlighted rule number two as another crucial element.
Authentic Leadership is a leadership theory that emphasizes not trying to be somebody else, but rather striving to be the best version of ourselves at all times. Rule number two brings our attention back to this thought; it is not about having the perfect set of characteristics, rather it focuses on being true to who we really are at heart. Having a clear understanding of ourselves, what we stand for, our strengths and weaknesses is the first step to becoming a leader. We need to lead by example, demonstrating our transparent behavior and bringing together all these qualities. Level one leadership is when people follow because they have to - as the workers, they have to do as they are told. This is one of the five levels of leadership John Maxwell speaks about. At the biscuit factory, five minutes before the end of the shift, a line has formed outside with people waiting to rush to the time clock machine to punch in and out. Everyone is eager to leave but they put in only the bare minimum effort and never their best. Level two is when those around you start to become more invested in your wellbeing, as a result of their strong connection and admiration for you. Level three is where your success means others begin to take notice and follow you. The recognition that comes with your achievements is what leads them to keep an eye on you. Level four is when your actions have given someone the motivation to follow you. This usually happens when there has been a significant contribution that has affected them in a positive way. Level five is a special level; those who reach this level of respect follow you because of your unique identity and values. At this stage, people are inspired by who you are and what you stand for. Choice is the driving force of leadership. As we progress from one layer to another, our commitment grows stronger and deeper. This is Rule Number One – making decisions that are for their benefit, not our own.
Rule number one: “Be the change that you want to see in the world." Rule number two is just as powerful and is all about you. It's often misquoted, but this statement provides us with a great opportunity to reflect on our own actions and the impact they can have. If you want to create change in your environment, it requires an introspective look into yourself and how you interact with others. It all starts with self-reflection and the mentality you bring to the situation. Ultimately, if we want to inspire others, it is essential to have a strong understanding of a variety of theories - ranging from Evolios to Zeleznics. This provides us with the knowledge necessary to be genuine in our self-expression. I believed that everyone else had to change, and not me, to solve the issue. No one else seemed to comprehend it or care as much as I did, thus they were the ones who needed to make changes at our chocolate hobnob factory. Me and my team were surrounded by piles of chocolate hobnobs that we were crunching through - but in reality, what was happening was just a reflection of me.
The true leader looks in the mirror and recognizes that if any changes need to be made, it starts with them. Life and leadership is a journey, and although things can occasionally go wrong, it's important not to get into a habit of blaming others and instead take ownership for our own mistakes. We accept that our surroundings often reflect who we are. Knowing this, the power of rule number two is recognizing that there's no point in waiting for everyone else to change themselves; but instead, we should start with making a change in what and who we are, and take a stand for what we believe. Nelson Mandela applied Rule #2 by understanding that he must first change himself before attempting to change others. Mastering yourself is the true key to power, a wisdom that has been around for centuries. As Lao Tzu said, although mastering others may bring strength, it's really self-control and understanding that is the most important. Don't be fooled; this isn't some new revelation. The enemy we must contend with is familiar to us: it is our own luxury, folly and criminality that has brought us here. As Cicero said, "The enemy is within the gates." Even Jesus said, "Do unto others as you want them to do unto you." People have believed in the same principles of leadership for a long time because rule number two acknowledges that we can't control other people. To be successful in bringing about changes, we must start with our own behavior and attitude. The dynamics around us are simply reflections of our mindsets and behavior. We all have a responsibility to create the environment we are in, whether it is like this or like that. As leaders, we all lead in some fashion and ultimately shape our surroundings. So let us ask ourselves: what kind of environment are we really creating for ourselves and for each other? Today's leadership focuses on repackaging and redistributing ancient knowledge, but instead of paying attention to the true message within, too many people are distracted by all the ancillary materials. We get so wrapped up in mere appearances that we miss out on the rich core of what has been known for millennia.
Leadership isn't about never making mistakes, but learning from them; it's a journey that doesn't always go in a straight line. The key to becoming the best leader possible lies in understanding and following the two most important rules: Rule Number One and Rule Number Two. Leadership is all about understanding two simple rules: putting others' needs first and focusing on shaping your self-image. This is especially true in today's complex world, where simplicity can be a beacon of hope. Let us take the initiative and lead by example as these two cornerstones of leadership should never be overlooked. Whenever I'm about to leave my house, little key goblin makes an appearance and takes my keys away so that they are safe. He is unique; I don't know if anyone else has a key goblin in their home. My mobile phone can sometimes be hard to find – it may be hidden under a pile of things, or in plain view. And the most devious goblins amongst us will make it even harder to locate by having it be put on silent! I frantically wandered around, looking for my mobile phone until I realized it was set to vibrate on silent. I called the number and listened carefully as I kept walking, trying to pinpoint its exact location. To my surprise, there it was - tucked in my shoe! All that was needed was some listening. Leadership and life are complex matters – we often search for a "silver bullet" that will magically make everything easier. Instead, I suggest we take the time to listen to what has already been said; because all that we need to know might have already been written long ago. Thank you for listening.
See also: https://mygodsentangels.com/