The role of the CEO and executive teams is changing

 

Written By The EBW Global Team

What a time to be a leader?

You have had to work through the COVID -19 pandemic and now in Europe it is Ukraine war. Then there is the cost of living crises and problems with the supply chain and we still dealing with the impact of COVID effecting recruitment, rentention and developing talent. The list of issues that leaders face seems endless.

What are your priorities?

What do you need to plan for in the next 4-12 weeks, the next quarter of the year and the rest of 2023?

These are the conversations we have been having with leaders and managers over the last few weeks.

It is clear that for managers and leaders, organisational disruption is the key component to tackle. Maximising the output of a virtual or interrupted workforce is a priority, while also considering the mental and physical challenges on themselves and their teams.

Now that a large percentage of the workforces are conducting business from their homes – it is worth reminding ourselves of best practice for managing and leading during a crisis.

The impact of differing managerial efforts was researched by Marian Preda and Oana Mara Stan from the University of Bucharest, they analysed how effective the management styles and attitudes of 219 managers in the public and corporate sector were during crises, interviewing them over a 7-year period.

Perhaps not surprisingly, the authors found that managers and leaders tend to adopt more authoritarian management styles during periods of unrest and crisis.

They are forced to make authoritarian decisions based on restructuring, downsizing and budget cuts, but authoritarian leadership style smothers employees’ sense of initiative, self-determination and empowerment.

Managers who were able to provide appropriate and sensitive managerial support were able to counter employee disengagement, organisational de-identification and feelings of hopelessness and helplessness.

They initiated coping strategies in employees focused on assertiveness, remaining open to new experiences and enhancing flexibility and were able to still focus on their employees' professional success and development, even when confronted by the need to downsize or let go of staff.

The authors of this paper found that ongoing crises necessitate the need to balance new-found autocratic-leaning styles with more democratic decision-making styles.

Watch this fun video (4 minutes) about different leadership styles:

Video: Which Leadership Style do you use?

Importantly, for managers and leaders to provide effective leadership, the research found that they needed support through updated and relevant training in communication, negotiation and conflict arbitration skills as well as time and stress management.

One big take away was the impact of empathy fatigue on performance, due to emotional and physical exhaustion through taking on their teams’ problems as their own during crises.

EBW Global View

Given this research, how can leaders best support themselves and their employees over the next 4 to 12 weeks and the rest of the year and 2023?

With businesses being stretched and many employees working from home or finding their work schedule interrupted, where should your focus be in the short, medium and long term?

At EBW Global, we believe that there are 8 simple Business Emotionally Intelligent steps you can take to keep people remaining engaged, focused and productive during this time:

1. Learn to respond and not react

Have a plan. Not only for the business operations but for your people interactions and yourself.

2. Conquer communication barriers

Learn your teams’ communication strengths and weaknesses. Assess their understanding of their role in this period and clarify any ambiguity as soon as possible.

3. Be alert to non-verbal communication

Identify any behavioural changes among your team in order to recognise potential problems before they arise. Check in with employees regularly to assure them of their value and encourage productivity.

4. Ask for help

Leaders must demonstrate an immediate grasp of the situation to keep confidence in the hierarchy, business and in you. However, remember to seek advice from experts within and outside of your teams (Peers, Coaches, Mentors etc.). Confidence does not guarantee success.

5. Learn from experience

Rely on past events. What approaches worked and what didn’t? While no situation may entirely match the challenges you currently face, together they will provide a broader picture of how to keep the business moving forward.

6. Remain decisive and adaptable

The importance of maintaining flexibility during a crisis period cannot be understated, but do not let this stop you from making decisions in a timely manner.

7. Project honesty, confidence and positivity

Your team will react to your body language and tone of voice. Be honest, but positive. Your team will appreciate frankness but will rely on your confidence if they are to perform well.

8. Care for your own well-being

Look after yourself physically and mentally.

Following these simple steps will make a transformational difference to your leadership and career. Changing how people work together is the single most powerful and cost-effective way leaders can bring performance breakthroughs.

https://bitly.ws/3eCuk

You’re not supposed to keep using the same leadership style

 

By Mark Murphy

Sticking to the same leadership style won't enamor you or your managers to the very different types of employees organizations have, says Mark Murphy. So it's up to you to adapt, not staff

It’s often forgotten that a leader’s style is not the immutable characteristic we tend to think it is, like their height or eye color.

A leader’s style is a means to the end of most effectively maximizing the potential of whatever group of people they happen to be leading.

So, if a leader oversees a group of burned-out and despondent employees, for example, their style will need to be quite different than if they’re in charge of a team of high-energy, highly ambitious go-getters.

The problem is, too many leaders use their single style of leadership as an excuse to keep doing what they’ve always done.

“This is just who I am as a leader,” they’ll often say.

However, the data very clearly says that some leadership styles work for some people and not others.

Leadership is varied

More than a million people have taken the test, What’s Your Leadership Style?

And the data reveals that the most desired leadership style is the Idealist – that is a visionary leader, characterized by optimism, creativity, and ability to inspire and encourage innovation within their teams.

The next-most desired leaders are harmony-driven Diplomats. These leaders are known for their empathy, focus on building strong interpersonal relationships, and fostering a supportive and collaborative work environment.

Coming in third are the Pragmatists (these are goal-oriented, decisive leaders who thrive on challenges and excel in situations that require direct action and high standards), and finally we have Stewards. This latter leader is dependable, process-focused. They prioritize structure, support, and the cohesive functioning of their teams.

Now, while some styles are more popular than others, more important is the reality that every one of those styles has its adherents.

‘You’ may not love the hard-charging Pragmatist, but some people do.

‘You’ might adore the creative Idealist, but others would prefer the process-focused Steward.

Different strokes for different folks

The key for leaders is to recognize that their style doesn’t fit every single employee.

And if that leader wants to achieve the best results from their unique team, they’ve got to understand the kinds of people and situations where their particular leadership approach will suit the best.

Type:

1) Idealist leaders excel in environments that require innovation and creative problem-solving. These leaders are perfect for roles within organizations that value out-of-the-box thinking. The Idealist style shines in situations that require brainstorming new ideas or solutions, such as product development or creating a marketing campaign. Their approach nurtures a creative, collaborative work culture where team members feel valued for their contributions.

The employee response – Positives

Employees who desire this type of leadership are often creative, autonomous, and intrinsically motivated individuals. They are professionals who seek a mentor-like leader who encourages personal and intellectual growth and values individual input and ideas.

The employee response – Negatives

However, this leadership style may struggle in highly regulated or extremely hierarchical environments, where creativity and individual input are less valued or sought.

Type:

2) Diplomat leaders function best in environments where team harmony, morale, and internal relationships are crucial to success. Diplomat leaders are particularly needed in scenarios that require mediating conflicts, facilitating teamwork, or ensuring customer satisfaction. They excel in situations where employee well-being is a priority and where their skills in nurturing a positive, collaborative atmosphere can lead to overall success

The employee response – Positives

Employees who thrive under Diplomat leaders are those who value a supportive work environment, prioritize teamwork and mutual respect, and prefer a cooperative approach to competition.

The employee response – Negatives

However, this approach may falter in cutthroat competitive environments or places where individual performance and quick decision-making take precedence over consensus-building.

Type:

3) Pragmatist leaders thrive in environments characterized by high stakes and the need for direct action. These leaders are well-suited for fast-paced industries or startup companies where rapid innovation, decisive action, and high levels of risk are the norm. Scenarios best suited for Pragmatists involve crisis management, significant organizational change, or aggressive business goals, such as a company needing to make a substantial market impact in a short time. In these situations, the clarity, decisiveness, and high standards of a Pragmatist leader can drive teams to achieve exceptional outcomes

The employee response – Positives

Employees who flourish under Pragmatist leaders are typically resilient, driven, and thrive on challenge. They are individuals who are not only comfortable with rigorous expectations but also eager to engage in continuous learning and personal development.

The employee response – Negatives

However, this environment might be stressful and unsuitable for individuals seeking a balanced, stable, and collaborative workplace, as the relentless pursuit of goals can overshadow individual well-being or the need for a harmonious team dynamic.

Type:

4) Steward leaders are most effective in environments that require operational stability, consistency, and adherence to rules and standards. These leaders often thrive in traditional corporations with established hierarchies or institutions that rely on trust and dependability. This leadership style is beneficial in scenarios where process and stability are paramount.

The employee response – Positives

The ideal employees for this leadership style are those who value structure, support, and clear directives. They appreciate a work environment that is predictable and where loyalty, duty, and internal cohesion are emphasized.

The employee response – Negatives

The Steward’s focus on unity and process can create a reliable and successful work environment but may not be stimulating for those seeking high levels of excitement, radical innovation, or individual recognition.

We need to know all this!

Leaders need to understand that their preferred style may not resonate with every team member, and success is often tied to one’s ability to pivot and tailor their approach based on the needs of the group.

While certain leadership styles might be more popular or desired, every style has its own merits and suits different scenarios and individuals.

Ultimately, the most effective leaders are those who recognize the unique strengths of their style, the situations where it’s most beneficial, and when to adjust in order to bring out the best in their team.

https://www.tlnt.com/

The Birkman: Preferred Work Styles

 

by The Wineinger Company

Management Styles

Management Scores

An important point to remember about the Management Scores is that Birkman does not measure skill or aptitude in any way. This means that a high score on a Management Style does not necessarily mean the person will be a good manager. The results only provide information about the style that will likely be seen by that individual.

Corporate Styles

Social Styles

Intellectual / Problem Solving Styles

The following pairs have scores that add to eleven. So, by definition, if an individual is high on one s/he will be low on the other.

Descriptions of Combinations of Thinking and Problem Solving Preferences

The following is a description of possible combinations of the intellectual/problem solving style scores.

Conceptual-Global

Individuals with high scores on Conceptual and Global are strategic thinkers and are often comfortable with ambiguity. They can be quite patient when reflecting on all of the possibilities – even those that have little chance of actually coming to fruition. Open to new ideas, they prefer to consider all facets of a problem or issue before taking action. Their problem solving approach would often be considered more intuitive than fact-based. They consider it their priority to make sure that the problem has been thoroughly identified and defined. Then they move to take action on solving the problem.

Conceptual-Linear

Individuals with high scores on both Conceptual and Linear will use their imagination to solve problems, yet their imaginative solutions will be pragmatic. They couple a desire to act quickly with an ability to be creative. Their creativity will have an underlying logic to it that they can explain fairly easily. Drawn to complex problems, they are confident enough in their abilities to start work without a clear-cut plan and make adjustments on the fly. Their creativity helps them solve problems quickly, but their tendency to plan on the run makes it difficult for others to follow their leaps of logic.

Concrete-Global

Individuals with high scores on Concrete and Global look to facts and logic to provide them a sense of comfort in their problem solving. Nevertheless, these individuals are ready to take on large problems. Their inclination is to think they can solve big, sweeping problems in a short time. These individuals are good planners who will work hard to make sure their plan is carried through. The plan will need to have practical goals and objective to meet one of the criteria important to this group of people. Often, the objectives will be expressed in a numerical fashion. Time spent on planning is seen as a wise investment. Concrete-Global people are inclined to test their plan more against its underlying logic than against reality.

Concrete-Linear

Individuals scoring high on both Concrete and Linear are practical and action-oriented. Their credo is “Give us the facts and get out of our way!” These individuals see the use of logic and hard analysis as valuable and necessary. On the other hand, they are impatient with the planning process and often question its value. They are at their best when the problem to be fixed can be readily analyzed and contain an element of urgency. Objective and pragmatic, these individuals are not drawn to problems just because they are problems. The problems need to have practical results if solved.

https://thewineingercompany.com/