This case study is based on the situation of a client of the Covenant Group. Names and details have been changed to preserve client privacy.

“Well, Henry, you made it!” I said, raising a congratulatory toast of overpriced sparkling water in honour of the fine effort Henry had put in over the past couple of months to take his practice to a new level. At Henry’s invitation, we were now celebrating over lunch in an elegant downtown restaurant after weeks of considerable labour, most of it carried out admirably by Henry.

“If I had known how much work it was going to be and what a stern taskmaster you were,” Henry joked, “I may not have volunteered for the assignment. But it was more than worth it. For the first time in years, I genuinely feel that I am in control of my business. I have a clearly defined vision and direction for my practice, I know the markets I would like to develop and how we are going to attract the type of clients we desire. We have challenging, yet realistic objectives to achieve, and I am confident that we have the systems, processes and people in place to make it happen.”

“It must feel good, Henry,” I responded, “and I do sincerely congratulate you on the dedication and diligence you have shown throughout the process. It will, no doubt, serve you well for some time to come. All you have to do now is make it happen.”

“My turn to be the taskmaster!” Henry interjected with a bit of a mischievous grin. “The people in my office are going to find out what it’s like to work for a real boss,” he added for playful emphasis.

“I know you are joking — at least, somewhat,” I offered, “but you do raise an important point. The success of your action plan will depend very much on your leadership. Despite the fact that you have a well-qualified team to support you, at the end of the day, they will be looking to you for guidance and motivation.”

“I can do that,” Henry responded. “People are always telling me that I am a natural-born leader.”

“I believe that to be true,” I agreed. “My observation is that leaders generally fall into two categories — they are either ‘natural’ leaders, who can effectively inspire others without really thinking about it, or they are what I would describe as ‘conscious’ leaders, who must intentionally plan how they will get people to act in a manner they desire. You definitely fall into the first category.

“However, without dampening the celebratory nature of our get-together today,” I added, “perhaps we should explore some of the fundamental principles of leadership to augment your own God-given abilities.”

“OK,” Henry responded. “I am ready for another lesson. Don’t be too tough on me this time, though. I am still smarting a bit from the awareness that many of the things I had previously thought I was doing well didn’t quite measure up.”

“The very fact that you are willing to make that admission, Henry,” I said, “demonstrates one of the important attributes of successful leaders — they are continually working and studying to improve their leadership skills through a never-ending process of education and experience.

“There is far more to being a leader than simply being in command,” I continued. “In fact, while being the boss might give someone the right to lead, it doesn’t necessarily guarantee they have the skills to lead. Titles mean ‘I am accountable,’ not ‘I am entitled.’ And having power isn’t the same as providing leadership. It would be easy, for example, for you to simply say to the team: ‘I started this business, I know where I want it to go and I know what has to be done to get us there.’ But that is not likely to be terribly motivating to the people who are essential to helping you achieve your objectives.

“The best leaders look forward to what they can do next, not backward to what they have already done. Leadership is called for at two levels: one, to inspire passion among people to do their best, given the circumstances; the other, to provide direction and a plan to get there.

@page_break@“In that sense, Henry,” I asked, “would you describe yourself as a good leader?”

“I think so,” Henry replied. “I am a big believer in helping people realize their potential and put their skills to use in a way that gives them great personal satisfaction. My management style is pretty much to define expectations and then leave people free to meet them through their own devices and efforts.”

“The academic definition of what you have just described is a leadership style known as ‘laissez-faire’ — and its harshest critics would describe it as ‘non-leadership’ because its hands-off approach leads people to manage on their own with little direction or feedback,” I explained. “I’m not suggesting that you would fall into this category, but people who practise laissez-faire management often do so because they want to avoid confrontation or have concern about jeopardizing relationships.”

“I would have to admit there is an element of truth in that,” Henry conceded. “I dislike arguing and conflict to such an extent that I know I will sometimes go out of my way to avoid it. I realize it is less effective, but I’d rather suffer a bit of inefficiency than create tension.”

“In any organization that’s undergoing change, there will always be some people who resist it, some who will recognize that change is necessary and will adapt to it and, hopefully, the majority will embrace change willingly and enthusiastically,” I said. “You are likely going to have to deal with all three reactions. But if disagreement leads to resistance, it is unhealthy for the people involved as well as the organization.

“That said, a well thought-out difference of opinion, respectfully stated, can be instrumental in helping an organization improve itself,” I added. “Consensus may not always be possible and, therefore, there will be times when you will simply have to be the final decision-maker. After all, this is your business and you are responsible for its progress. A strong leader knows when to back off and when to become autocratic without jeopardizing relationships or threatening long-term objectives.”

“What other leadership tips can you give me?” Henry asked.

“In the simplest terms, you have to think like a leader and act like a leader,” I said.

“Sounds a little ‘cliché-ish’,” Henry suggested.

“Perhaps,” I admitted, “but it sums up what leadership is all about rather nicely, don’t you think? Thinking like a leader implies understanding sound leadership principles — that’s doing the right things. Acting like a leader is all about your behaviour — in other words, doing the right things right!”

“Can you give me an example of what you mean by ‘doing the right things’?” Henry asked.

“There are a number,” I suggested, “many of which I am sure you already have in your repertoire, such as making sure you are technically proficient. You need to know not just the requirements of your role as CEO of your practice but also the roles of those who follow you as their leader. I am not suggesting you need to be able to do all aspects of everyone’s job — just know what they must be able to do, and set realistic standards of performance for those responsibilities.

“You also must follow good problem-solving, decision-making and planning processes,” I added. “‘Seat of the pants’ and ‘gut feel’ decisions have their place, but if you want others to have confidence in your direction, they need to appreciate your thought processes. Keeping everyone informed through communication, both up and down in the organization, demonstrates openness and sincere interest in your team’s input. It also ensures that tasks are understood, supervised and accomplished.”

“And how about ‘doing the right things right’?” Henry pressed.

“Being a good role model is essential,” I answered. “People must not only hear how they are expected to perform but also see it in you as an example. Exude confidence in yourself and those around you. It will be contagious. Work hard to be perceived as credible and trustworthy. Most important, accept your role as the ambassador, not only for your business but also for your team — and, even more critically, for the work you do on behalf of your clients.

“You have a purpose in their lives, and you must display and prove your conviction to doing the very best you can for them. Are you ready for all this, Henry?”

“I am,” he answered, with true commitment. IE

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