Background
The Global Leadership Foundation (GLF) was created in response to our desire to make a difference to the development of leaders at a local, national and global level. We wanted to encourage and engage leaders in, “Stepping outside the four walls of their organisation and really consider the significant and positive impact they could have on their own and other communities.” HR Magazine interviewed Gayle Hardie and Malcolm Lazenby, co-founders of the NGO to get their advice on how leadership development programmes can help HR promote good governance, democratic institutions, open markets, human rights and the rule of law within their organisations.
Cross-cultural caution
What are the cross-cultural considerations that need to be taken into consideration before embarking on a leadership development programme?
We have had the very special opportunity to train alongside others from across Asia: Hong Kong, China, Taiwan, Japan, Korea, the Philippines and Malaysia. Our sensitivity to the needs of individuals has always been present—what we really began to appreciate was the impact of their various cultures on what is seen to be effective in terms of leadership.
There is also a note of caution here in relation to cross-cultural considerations. As global access to leadership development increases exponentially through technology and multinational organisations we are all exposed to an amazing array of leaders—the blurring of cultural borders is rapidly occurring
Engaging talent
What key strategies should HR Managers use in order to fully engage their talent pool and help them to grow along with the organisation?
We spend a lot of time talking about passion—in other words, intense interest and enthusiasm. What are we passionate about? How can we use this passion in the workplace—just imagine what the world would look like if everyone was really engaged in the work that they were doing! What are HR managers doing to keep the passion alive in potential leaders?
Leadership qualities—and what companies are missing
What are the essential attributes of an effective, successful leader?
We spend a lot of time talking about passion—in leadership it takes many forms in many organisations. An effective, successful leader is one who is able to work with, relate to and engage with a very wide range of people.
Their ‘emotional health’ is such that they are able to instinctively understand what drives and motivates others and choose a way of relating to them that is both respectful and relevant. We believe that the more you understand yourself and what drives and motivates you, the more compassion and understanding you have of others. With that comes genuine levels of respect for and from those you lead.
What effective leadership attributes do organisations most often lack?
We believe that in almost every case, people are genuinely trying to do their best in the way they lead and work with others. The real dilemma is when leaders put their own interests first e.g. climbing the career ladder, making sure their name is on the top of the project list; without considering others. In some cases, their levels of self-awareness are not high and they don’t actually see the impact this kind of behaviour has on others. What we often see as a result is that they lose really talented people, who were very willing to support them and make the project a success. All those people needed was genuine recognition—unfortunately the leader’s ego got in the way.
Mindful transformation
Why do you think ‘mind transformation’ is so important in expanding executives’ values and practices?
When we are able to integrate what we think, how we feel and how we react, we are truly able to understand what drives and motivates us and how this impacts others.
We are able to provide the most appropriate leadership in all situations, be genuinely respectful and compassionate yet remain true to what we will not compromise—for ourselves, our businesses nor our communities. ‘Shifting the mindset’ is a critical aspect of unleashing our inner potential.
As this occurs, we are more able to explore what is possible, what others can contribute and create an environment where all this is achievable. We also find that leaders begin to consider the role they have as leaders within the broader community, both local and global.
We work with leaders to help them realise their own potential, rather than spend time focusing on what a good leader looks like. By exploring a leader’s own passions—understanding their thoughts, feelings and reactions to a variety of situations—we find they not only see what they are capable of but also see the potential rather than the problems in others. We also notice that they are able to challenge the assumptions they have made about themselves and others, and often quite quickly.
They are more able to be objective and open to the situations they find themselves in and can accept and work with ‘what is’ rather than what they want. They also come to understand that the impact they have as a leader is far-reaching and when they decide to make a difference in the world of leadership, it is felt far beyond their own working world.
Paul Arkwright
Publisher
