Fierce competitiveness and professionals who need to deal with an increasingly fast pace of activities to meet the needs of the business and therefore keep the organization competitive. And when the focus is on the goals of the leader is clear that the pressure increases, since it needs to maintain balance and to manage your team and make the show led an outstanding performance. But how to do this in practice without the staff feel down and instead of presenting a good productivity, begin to lose our way and show negative signs of performance?
To answer these and other issues directly related to how leaders can achieve the best of his times and of themselves, as managers of people, HR interviewed Fabio Santoro, organizational consultant, founder and president of Authentic Leadership Business Education.
According to him, the pursuit of excellence in the results go through training and developing great people, not limited only to the leaders. And it is a constant challenge for organizations, perhaps the greatest of them. “The leader who can not only reach but exceed their goals is a leader who acts naturally as a” talent scout “in your organization. This is the most important feature, crucial to the success or failure of the leader,” adds .
RH At the organizational level, the quest for achieving goals is a constant. When we stand from the perspective of the leader, this requirement always wins a stronger connotation?
Fabio Santoro – In most cases yes. It is very commonly required of leading the exercise of skills and abilities that allow you, for example, clearly understand the strategic goals of the organization – where the company wants to reach, what the company seeks to achieve – and transform these strategic objectives into a set of executable tactics, ie, a plan of action that will allow you to run and measure within a set time, the efficiency and results of your planning. However, it is crucial to emphasize that nothing serves an excellent planning and a flawless plan of action if the leader does not know how to work with the people on your team, outside, inside and outside your organization. Successful companies are those able to develop skills and competencies in their leaders who, in turn, develop excellent and high performance but, above all, happy with what employees do. Ie, the pursuit of excellence in the results go through training and developing great people, not limited only to the leaders. And it is a constant challenge for organizations, perhaps the greatest of them. Support and assist in the development of great people, who will make a positive difference in the world and their organizations, is exactly the purpose of the Authentic Leadership Business Education.
HR – What are the main characteristics of a leader who can set and achieve your goals?
Fabio Santoro – The leader who can not only reach but exceed their goals is a leader who acts naturally as a “talent scout” in your organization. This is the most important feature crucial to the success or failure of the leader. In this sense, the leader is greedy accurate identification of skills and competencies that each of your employees has and puts them to work on possible functions more aligned with their skills. For this it is necessary that the chief executives grant autonomy and freedom to their leaders, so that they can make changes to structural often the operational point of view, in order to correct routes and replace their teams back on the path of success. Therefore, it is necessary that the leader is always close to their subordinates on a daily basis. The leader needs to create emotional connection with the people around you, through empathy – empathy means “married” emotions – and through the practice of active listening. The unsympathetic and unable to actively listen to their team leader fatally creates immediate detachment of its employees, which directly affects your ability to approach and truly know the people in their essence and thus understand how they could contribute by calling that each possesses. The leader is also an aggregator, a natural rallying people around a shared goal. Towards the shared goal, the leader is also a seller of hope for its employees, ie, it is by definition an enthusiast, who can instigate the feelings and emotions of people projecting excellent results that will be achieved and even surpassed by contribution of each.
RH – In your opinion, what weighs more for the achievement of the goals of leadership, technical and behavioral skills?
Fabio Santoro – absolute Without a doubt, what weighs more on the success of the leader is their ability to efficiently develop and play their behavioral skills. This field is the most relevant and most responsible for the success or failure of the leader and their organizations, this should be the main focus of attention and investment from internal leadership – HR and training and development structures. Research conducted by leading business school in the world, with thousands of companies around the world, reveals that more than 85% of the time the key success factor of the people in their organizations are associated with their attitudes and their behaviors. On the other hand, the same survey reveals that more than 85% of the time the main factor of failure is also associated attitudes and behaviors of people, especially the leader. The leader needs to develop both technical and behavioral skills; however, what you effectively differentiate towards the search for excellent results and, more important, sustainable results, is its ability to develop itself and practice together with your employees their behavioral skills.
HR – What factors contribute to that leaders reach or exceed their goals?
Fabio Santoro – Many factors can contribute to leaders to achieve their goals. However, here I meet a set of ten factors that I consider essentially the key to success for leaders. First, have a clearly defined goal. The leader who does not have a clearly defined goal for itself runs the serious risk of becoming a hostage, a substrate of the goals of others. Plan all your actions and clearly identify where you are and where you’re going. Second, set goals. The goals motivate us and challenge our limits. Goals are born of our personal desire to win and when we have well-defined goals, we feel closer to our dreams. Third: motivation. Believe in your goal and what you can accomplish. Room: initiative. Take attitude, initiative is the first step in implementing the goal. Without it, planning is mere theory, it does not give you the chance to learn from the mistakes and correct them. Fifth: creativity. Be unique, be different search. Sixth: emotional intelligence. Understand the needs of people and demonstrate genuine concern for others. Remember that the other always comes before me. Seventh: values, principles and ethical boundaries. The credibility and integrity are your most important assets. Preserve them. Eighth: confidence. Always do what you said you would do, delivered what it promised, never create false expectations. Nono: resilience. The success is to persevere in overcoming obstacles and tenth: self-development. Has the prerogative to seek to be better today than yesterday and tomorrow will be better than today.
HR – What agents often divert leadership of conquest and exceeding targets?
Fabio Santoro – This is an excellent question. We saw previously that behavioral skills are the differentiating factor in the success or failure of the people and of course the role of the leader. The leader needs to guide their actions and their attitudes as a compass. A great American leader once told me that anyone who follows your “internal compass” could become an effective, authentic leader. In other words, follow your internal compass means to know and develop some important behavioral dimensions, starting at the self. The leader who does not give a right to know as well not even have conditions or give you the right to know their followers, because most of the time will be concerned more to himself than to others. The field of self-knowledge is vast, but the leader who cares to know as much as possible will greatly increase your probability of not deviate from your goals and your goals. Another important dimension is the identification of their drivers, both internal and external. The leader who does not take the time to clearly identify what motivates you also will not be able to motivate their subordinates properly. A leader who is not reflected their motivations does not motivate anyone, on the contrary, it drains the energy and enthusiasm of others. Another important dimension is the values and principles of the leader as well as their ethical barriers. The leader who does not have clear values and principles and practices than those with its employees by example, not having clear ethical positioning, values and distanced destroy much of your goals and their goals.
HR – When the leader is faced with a new challenge, which the first action it should take so that your goals are, in fact, achieved?
Fabio Santoro – Initially, the leader needs to have serenity in these circumstances. The leadership that acts on impulse or anxiety demonstrates immaturity and unpreparedness to the challenge, conveying its employees insecurity directly affecting your confidence and credibility. It is therefore critical that the leader has always calm and seek to understand all the elements, all the variables that make up the challenge, whatever it is. Once identified the main challenges and having already reached a very reasonable degree of cooperation from his team, seeking to draw together with the team – see again the importance of team members in the process of leadership – the set of tactics and of actions necessary to mitigate the critical points that lead all towards the overcoming of it. Ie, the initial action is in your attitude, in their behavior and in this case, the serenity, calm. This is the essential trigger for all other actions that follow from that attitude can be traced with more assertiveness by a leader, always with the team.
HR – Once the leader has goals, he needs to pass on activities for the members of your team. Oempowerment is the best way or not?
Fabio Santoro – Undoubtedly empowerment – empowerment or, in a simple translation into Portuguese – is a very important skill for the leader, among others. The theme of this example, Anne Mulcahy, former CEO of global multinational American technology giant Xerox, was only able to avoid bankruptcy of the global company excels in its ability to implement horizontally and vertically in the Xerox concept of empowerment with their employees. The empowerment through an initial prerogative of the leader believes in the potential and fulfilling strength of its employees, as advance took the time to know them very well and recognize in each of your key skills, competencies and skills, placing them in right place at the right and giving them the autonomy to make decisions that affect the playing field at a time. The leader who can not work accurately empowerment is perceived mostly as centralized, and this is very bad for your leadership and, consequently, to the success of the business. On the other hand, the leader who practices regularly empowerment develops a feeling I call “participatory collaboration” in team, because everyone feels part of the main objective, and the work, effort, focus and dedication lead them success and failure. Empowerment is a very powerful practice, when well associated with the competencies and skills of each employee, can lead to sustainable success of the leader and their organizations.
RH – In general, as you have noticed the reaction of most leaders, facing unexpected situations and facing the achievement of increasingly audacious goals?
Fabio Santoro – In an increasingly competitive and dynamic world, it is increasingly common to hear the following statement: “No matter what you do, since you bring the result at the end of the month.” This is a very dangerous statement, because it refers to the person feeling that anything goes in the pursuit of the goal, whatever it may be, reasonable or not feasible or not. I pointed out already in my professional life situations in which people very often exceeded ethical and behavioral barriers to reach a certain result, that when we speak of goals are often associated financial issues. The leader in these circumstances can not become a hostage of the goals in your organization system, ie, it needs to have clarity of what is tangible and what is unattainable in terms of goals, know the market well and defend with solid arguments with the executives of the organization his views, and always seek to align goals that can be executable, even that may be both aggressive. He must first of all believe that it is possible to achieve common goals – whenever possible – agreed, and then communicate them to your employees, tracing an execution plan where everyone can work and contribute to their fulfillment and often even surpassing .
HR – Leaders with many goals is synonymous with risk to the company and hence for the teams?
Fabio Santoro – I understand that may be a risk yes for the leader and therefore for employees, if the leader is not able to develop around you what I call “support team”. The leader needs to clearly identify their strengths and develop their points. If you do not, he will be in serious danger of taking for themselves activities, functions and goals that are not aligned with their skills, often with catastrophic consequences. When the leader makes commitments – or goals – and are not prepared for it, it transmits the message to his superiors – and also creates an expectation in them – he leader – and your team – will be able to achieve the goals. And when it does not? The consequences are serious because the leader is on the lack of credibility, but I think something worse happens in this situation, because he took the chance of another person to achieve those goals he was unable to perform. It is easy to realize that everyone loses in this equation, the company, the leader and the people involved. The leader needs to have a clear positioning of what are their strengths, focus and concentrate on these energy and surround yourself with a team of support that can complement their weaknesses. It is impossible to be great at everything, we need to complement our skills with the skills of other people if we are to achieve excellent results.
HR – What message do you leave for leaders who find themselves increasingly “drowned” by achieving goals?
Fabio Santoro – To perform its function optimally, the leader needs to know very well and foremost. As we know well, create what I call “trade-offs positioning”, ie, we now know clearly what we do not want to do, compared to what we know and do very well run. Once you reach this level, it will be much easier to establish a leadership position and identify what is not part of my toolbox or intrinsic abilities – that help me define who I am, which is a fundamental part in the process. With this, the leader will feel lighter, relieved, since it does not have to perform duties that are not within its jurisdiction, as is clearly positioned towards what he does best and it’s great.
By Patricia Bishop for RH.com.br