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2 Questions that Are Vital If You Want to Be a Better Leader

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Being a leader is a great privilege that brings with it great responsibility. As a leader, you are often the first to receive the credit and almost always the first to receive the blame. Your position is both demanding and rewarding and requires great skill and balance. You are expected to build authentic relationships, maintain confidentiality, develop your team and meet your goals. Your communication must be strong, and your time management must be masterful.  You need to effectively delegate, problem solve, strategise, manage conflict and prioritise. People expect you to be engaging but serious, charismatic but sincere, confident but humble, and transparent but discreet. It is one of the most challenging and rewarding positions you can have, and it is replete with great joys and deep challenges.

The few leaders who are lucky enough to receive training on how to be a leader often attend a one-time seminar or class that focuses heavily on skill acquisition. This is a good place to start but an insufficient one to begin and end. The development of leadership skills is most certainly necessary to become a strong leader, but it is hardly a one-shot deal. Mastering the skills required of leadership is a lifelong endeavour and should be treated as such with consistent training, application, support and coaching. Further, honing these skills is just one of the components of becoming a strong leader. The other component is comprised of mindset, desire and investment required of a leader. Without a leader’s mindset, skill mastery becomes largely irrelevant. Being a leader requires the mindset of a leader.

In 2017, after nearly a decade spent building Uber into a household brand, Travis Kalanick yielded to pressure from investors who demanded that he step down as CEO. Shortly before offering his resignation, the scandal-plagued founder issued a statement: “For the first time I’ve been willing to admit that I need leadership help.”

That was too little too late. And for such once-great commercial giants as Kodak, Blockbuster, and Blackberry, the unwillingness to solicit advice or consider potential pitfalls resulted in not only personal but corporate catastrophe.

Two thousand years ago, two great academies of study debated the ancient laws of the Judean commonwealth. History records that the scholars of the House of Hillel and the House of Shammai argued with one another so passionately it was as if “they fought with swords and spears.” Each school had its own angle on higher truth, and each was committed to preserving the integrity of Jewish legal tradition.

But when they left the study hall, they were fast friends. They married their sons and daughters to each other. Their different visions never became personal. And, occasionally, one school convinced the other that it was wrong.

Ultimately, it was the opinions of the House of Hillel that prevailed, and later authorities explain why. Not only did the scholars of Hillel always record the opinions held by the scholars of Shammai along with their own—they always recorded the opposition opinions first.

Only when we understand the other side of any argument can we truly understand our own. That’s why intellectual integrity demands that we ask ourselves these two questions:

  • If I don’t understand why you believe what you believe, how can I be sure that you’re wrong?
  • If I don’t understand why you might reasonably disagree with me, how can I be sure that I’m right?

It’s important to note that leadership is not management. And the satisfaction you derive from being a leader has nothing to do with monetary bonuses and everything to do with purpose.

Why do you want to become a leader?

If you lack purpose or drive, there’s no reason for you to become a leader. You might as well do something else. Because at its core, leadership requires sacrifice, and if you don’t have a strong sense of purpose and an unfailable drive, none of the things you sacrifice will mean anything.

Without these two quintessential characteristics, you’ll come to resent the role as well as the people that you lead. For those who have a strong sense of purpose, they are more than willing to go the extra mile — to go out on a limb for those we lead. It’s an inexplicable feeling, but all great leaders have it.

Many people realise that they’re not leadership material. And that is ok, don’t let anyone judge you because that’s indicative of great self-awareness. It’s also one less person who will potentially take a leadership position to use it for selfish gain.

As a leader, when you encourage underlings to propose new ideas, challenge conventional thinking, and argue against the status quo, you are not promoting insurrection. Just the opposite. You are forging a culture of creativity, mutual respect, and intellectual integrity, one in which every contribution is valued and where a commitment to sound decision-making overrides investment in ego or personal prestige. And that will drive you and your organization relentlessly toward success, not occasionally, but always.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.bngteam.com/blog/top-4-leadership-questions-ask-every-day/
https://letsgrowleaders.com/2019/11/07/7-questions-to-ask-yourself-to-be-a-better-leader/
https://www.coburgbanks.co.uk/blog/assessing-applicants/21-tough-interview-questions-that-reveal-true-leadership-potential/

Overcoming the Recruitment Biases

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Do you or anyone you know have a sixth sense when it comes to recruitment? Is that “sense” completely unbiased and effective? If you answered “yes”, then you are definitely lying to yourselves.

While it is, indeed, true that some people have much more success in recruitment then others,  this happens, most of the times, due to their abilities slowly developed over the course of time and multiple errors.

How do you make up your mind when confronted with a decision? Well, people tend to prefer one of the two following approaches:

One of these approaches is using the “gut feeling”, that has been proven to be successful for them over the years. The main problem with this approach is that it can never be reliable enough. No matter how many times it helped you make the right decision, it will still be just a game of dice next time you use it. And, on top of that, have you ever considered what exactly is this gut feeling and how does it work? Bruce Henderson, founder of the Boston Consulting Group, defined it as “the subconscious integration of all experiences, conditioning, and knowledge of a lifetime, including the cultural and emotional biases of that lifetime.” This doesn’t sound very professional when it comes to recruitment, does it?

The second approach that people use when facing a decision is what they imagine to be the rational analysis. This approach consists of trying to methodically examine all the available information and data in order to reach a conclusion. This may sound as unbiased as it can get, but is it?

In most cases, even while HR managers and CEOs adopt and implement programs that they believe to be free of bias, they still fall short of addressing unconscious biases. Dr. Banaji, a social psychologist at Harvard University, explains that “discrimination is veiled, not explicit, but rather more implicit, unconscious, because we ourselves are unaware of it”.

In his book, Everyday Bias, noted diversity consultant Howard J. Ross points to many studies indicating that these sorts of blindspots are ubiquitous in our lives.  “Virtually every important decision we make in life is influenced by these biases, and the more they remain in the unconscious, the less likely we are to make the best decisions we are able to make.”

Some of these biases include:

Confirmation bias: The tendency for people to seek out information that conforms to their preexisting views, and ignore information that goes against their views. For example, when an interviewer forms a distinct opinion about a candidate based on a minute piece of information such as the college they attended, before the actual interview, he or she is succumbing to confirmation bias. Great candidates may not make it to the interview or be perceived as less competent than others because of these assumptions. Organizations may decrease their chances of hiring great candidates due to interviewing confirmation bias.

Ingroup bias: The tendency to favor members of your own group (or those that you have more in common with). This bias can result in making poor hiring decisions by choosing a candidate entirely based on subjective criteria such as shared interests, hobbies, education, age, professional background or even similarities of appearance or name.

Selective perception: The process of cherry picking the information that we do like to perceive, while ignoring the ones that would contradict our beliefs. This goes hand in hand with the ingroup bias. When we find a candidate that matches our initial preferences, we tend to notice only his or hers positive features, while unconsciously filtering out all the data that would contravene our viewpoint.

Status quo bias: The fact that we would almost every time prefer the familiar things – the ones that we are already comfortable with. This bias prevents diverse hiring by making us prone to selecting the same type of employees that we have chosen in the past.

All of these could interfere with our reasoning, so what can we do in order to overcome all of these biases and use an objective judgment when recruiting candidates?

Anonymizing candidate selection is definitely helpful, but it’s far from enough. Consider using one of these methods to ensure that your organization’s hiring process is bias-free:

One way would be what Dan Hill, an internationally recognized expert on reading emotions based on facial micro expressions and the CEO of Sensory Logic, told us about at the Great People Inside Conference: The New World of Work in Romania (you can see the whole video by clicking here). “People don’t think their feelings; they feel them. So at Sensory Logic we bypass self-reported, cognitively filtered input by going straight to how people most naturally reflect and communicate their emotions: the face.”

For 16 years now, they’ve been both the pioneer and the most careful commercial  practitioner of applying facial coding as a research tool to help clients lower risks and optimize marketing, products and other business solutions. Facial coding enables them to scientifically yet non-invasively capture, quantify and analyze the emotions shown.

Another great way to make the best decisions would be to use exclusively the assessment systems in order to narrow down the number of possible candidates to only a few before you involve any human judgment. Afterwards, you can make the final decision by consulting with the HR managers that you trust the most.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

Mlodinow, L., “Subliminal: How Your Unconscious Mind Rules Your Behavior”

www.wepow.com

www.forbes.com

www.sensorylogic.com/