Comment: A Bossy Affair
There is never a good time for ego or narcissism
There are no two ways about the fact that many an employee joins a company with great expectations and zeal — but eventually leaves because he or she is not getting along well with the boss. There has been a tradition, an expectation, as well as a duty in the past that the management team would groom and mentor their juniors into quality leaders, that they themselves were trained to become.
But sadly in the modern era, this relationship has somewhat diminished to say the least.
Somehow the focus has shifted from the team grooming to ego-pampering. Maybe it is the insecurity the management themselves feel at times or the work pressures related to the modern era workplace — there has been a marked shift in the approach to the work environment. It is not specific to any industry, but sadly it is a common trait that can be seen across most industries and globally.
One among several aspects of a manager’s role is to act as a catalyst in facilitating a viable and positive work environment for his or her team and helping peers and subordinates to succeed — thereby ensuring one’s own success as well as that of the organisation’s. Managers define the work ethics culture, and this ensures the lasting credibility, success and makes the organisation sustainable in the long run.
Arrogance is a huge risk in the leadership level which can create narcissistic people at the top. It is such behaviour which needs to be identified and nipped in the bud.
Research has proven that humility in leadership provides the much needed competitive edge to succeed in the modern world. It is a dilemma that where the whole world is going through the chaos of confusion, ego clashes, racism, violence, political instability, financial market uncertainties, employment redundancies, maintaining humility can indeed be a challenge.
There is often a misperception that humility is a sign of weakness, and the opposite of the ideal trait of a strong leader who leads from the front aggressively. A narcissistic leader is often perceived as the go-getter. Whilst they might be able to bring in some limited success in the short-term, there is no doubt that they do leave a trail of destruction along their path to success. Often the doom of the organisation is in the hands of such leaders.
So let me share what I think are a few qualities that true leaders bring to the table:
• They always place their team first. These leaders focus their energies on serving and go all out to go beyond their role to help guide and direct others.
• They admit their mistakes. No one is perfect and all leaders make mistakes. Humble leaders hold themselves accountable and do not find scapegoats. Such incidents of vulnerability builds long-term trust and compatibility.
• They delegate. Successful leaders are well attuned to their strengths and weakness. They are well aware that they are not super-human. They delegate tasks to the team and have the trust and confidence it would be accomplished.
• They are aggressive listeners. Approachability is a strong attraction which can be a huge confidence booster to the team, it creates a positive vibe and open environment of effective communication.
• They compliment. There should be no hesitation in giving credit when due; this is another strong trait of an effective team building leader.
• They are genuine and consistent. A successful leader is the same in any given situation however good or bad the scenario might be.
• Their levels of empathy are high. Another huge contributing factor to the success of a leader – they genuinely are empathetic to their team and genuinely care for their team with utmost sincerity.
There is absolutely no doubt that it takes a great deal of courage, inner strength and unparalleled wisdom to practice humility. Good leaders have focus on subordinates and believe in empowering — and those who focus on themselves and indulge in micro-managing mostly pave way to their own doom.
In conclusion, to become a successful leader in the long run, the road to humility always is the right one to take.
About the Author: With more than 28 years of hospitality experience globally, Naim Maadad is the founding CEO of Gates Hospitality, which owns and operates hospitality concepts including Ultra Brasserie, The Black Lion Public House & Dining, Bistro des Arts, Reform Social & Grill, Publique, and Folly by Nick & Scott. It also has ownership of Six Senses Zighy Bay. Email: Naim@gateshospitality.com