PROFOUND LEADER'S 7R'S

PROFOUND   LEADER’S   7R’S

What makes a profound leader? Let us put aside supplementary abilities like eloquence, charisma etc. which are supplementary attributes. Let us talk about the fundamental prerequisite of having the right mental frame before anyone can try to be a leader. 

I call the prerequisite the 7R’s mind-set. 

1.      1. RATIONAL

Rationality is the pivotal fundamental among the 7’s. A sound leader is rational in views, behaviour and actions. He maintains composure when facing difficult issues. He is not impulsive or compulsive. He does not allow irrationality to flash at any spur of the moment so as not to be clouded in his perception on specific issues. The ability to keep cool in unwarranted situations is a prime virtue of leadership. A brash person who reacts with rash responses never reflects sound leadership acumen, instead probably causes debacles than securing solutions. Irrational impromptu actions emanating from uncontrollable emotions invariably lead to antagonism. And conflicts very often end as backfire to the antagonistic party. 

A historical iconic example of a leader exhibiting rationality and extraordinary composure was Mahatma Gandhi. He won the committed support of fellow Indians to strive for independence of India from British colonial rule.  Instead of goading physical confrontations, he preached the subtle peace approach.  He knew the British authority possessed all the necessary weapons to quell an uprising. 

Gandhi convinced the local populace to sew their own clothes and make their own salt in the coastal areas because he rationalised to them the British government depended much on garment manufacture (India was the prominent producer of cotton; garment manufacture was a prominent industry in Britain) and tax on salt (the British authority had monopoly over salt) for revenue. He met textile mill workers in England and apologised to them; instead of opposing, the workers empathised his peaceful moves. The non-confrontational subtle tactics eventually made inroads into compelling the British government to relent, and India got its independence in 1947.

2.       2. REASONING

The second pivotal prerequisite, while remaining rational, is sound reasoning. In fact, sound reasoning and rationality complement one another. Prudence equates to reasoning prowess. It involves considering all relevant perspectives on a subject matter, i.e. thinking holistically, in order to set sturdy footholds pacing for the right actions with composure. 

Sound reasoning prowess comes about as a by-product of wide knowledge cum exposure or experiences, which in turn mould a mature mental outlook. Past involvement relevant to the appointed responsibilities of the specific named leader determines the level of judgemental ability for drawing conclusions. 

John F Kennedy, which many Americans described as their “greatest President”, has stood out as a great leader in the history of American politics. Interest in politics was in his blood as he grew up in a family of politicians. His father was once the US ambassador to the United Kingdom. His maternal grandfather was a mayor of Boston and a congressman.  His family home was a place where political issues were frequently discussed. In his college days, he was described as a young man who “digested” the New York Times without fail daily to keep himself updated on the latest global developments, especially politics. 

A thesis that he wrote turned out later as a best-seller political book. In 1956, he produced another book entitled “Profiles in Courage”, which cited examples of politicians placing national interest over self-interest. It was also a best seller.

Kennedy’s prudence as a leader manifested from his moves to ease the deadlock with the Soviet Union regarding the missile crisis in Cuba. Despite his advisers’ proposal for bombing the Soviet-established missile pads, he weighed the severe risks of going head-on in collision with the Soviet Union. Instead, he opted for the blockade of Soviet ships. Finally, through diplomacy, war was avoided; belligerence between both sides simmered down in 1963.

It was quite apparent that Kennedy’s wide knowledge and exposure to politics from young rendered to him the reasoning prowess to be the “people’s” President. 

3.      3. REALISE

To realise means to be fully aware or cognizant of all facts, factors, figures, environment, events, sentiments etc. enveloping the relevant tasks and team.  A sharp leader is always proactively alert or competently conscious, so to speak. Proactive awareness bolsters the first two R’s – Rational & Reasoning.

Before one can lead well in a mission, he must first realise all the elements that have a bearing to the subject, lest he would be groping out not in correct tandem with the elements – in effect like the blind leading the blind with regard to formulating decisions.

An intuitive leader has the knack to envision the incoming trends. Foresight is not an inborn talent; neither a crystal ball foretelling the future without any factual basis. Rather, it is an acquired “sensing” skill, resting on extrapolation of hitherto factors which project possible imminent new developments. 

Sir Winston Churchill of the United Kingdom (Prime Minister – 1940-45; 1951-55) shone out as an exemplary statesman with foresight acquired from his keen inquisitiveness, research and learning. Being competently conscious of the pertinent phenomena prevailing in two challenging episodes of his leadership, i.e. World War 1 (1914 – 1918) and World War 2 (1939 – 1945), he carved two significant notches in delivering the right decisions. 

Appointed as First Lord of the Admiralty in 1911, he made major reforms to the British navy based on his strong suspicion of the reason behind Germany’s inclination to establish a strong fleet. His sensing-based information quest was right – that the British authority should prepare for the possibility of a big sea battle with Germany.  He supported his reformation proposals with facts for explanation to his British peers, acknowledging that the recommendation would incur high costs.

   

New ships were built. Bigger guns for the ships were developed. Oil replaced coal as fuel in order to cater for faster speed. The Royal Naval Air Service (to support the navy) was commissioned in 1912. Sure enough, Germany sent its fleet to the North Sea in 1916. Although the British did not actually emerged as the obvious victor in this major sea battle which ended with many ships destroyed and much casualties on both sides, the German fleet retreated. The proactive preparedness prompted by Churchill set the groundwork for the British to thwart Germany’s advance to the UK and the Atlantic side.

During WW2, Churchill, as the Prime Minister, forged a coalition cabinet comprising leaders from the main political parties. His proactive logical move, out of his realisation, was to avert unnecessary internal political bickering while charismatically calling for unity to prepare for the imminent “Battle of Britain” against the German aggression. His plan delivered Germany’s first battle defeat in 1940. Also, by forming an alliance with USA and the Soviet Union, the Nazis finally faced defeat in the war. 

4.       4. REALISTIC

Being realistic is to be practical in direction, right from planning to execution. It is practical to set directions that are challenging and yet achievable, but farcical to concoct “missions impossible” just to create a hype. But first, a leader should determine what is realistically achievable with the right push factors, and what is far-fetched unreachable in the light of prevailing constraints. 

Implementing any activity without pre-set standards may be too realistically easy to carry out but unrealistically a poor score in terms of objectives and results. Progress monitoring rightly involves measuring against firm standards which are challenging. The “do what you can, from where you are, with what you have” mind-set can never reap sweet fruits of real success.  No standards, no proper measurements, and therefore no real achievement to shout about – as simple as that.

On the other hand, standards must be attainable. No point having far-fetched standards in paper but impractical to measure and meet. Impractical standards will kill, instead of boost, team morale. Regress instead of progress will likely be the end result.

A good leader puts in practice what is real in life scenarios, and not what is superficial in perception. For example, to assign a ten-fold business growth in revenue to his team for the current financial year with the same quantum of supporting resources is unrealistic and impractical. Targeting at two-fold growth (100 per cent increase), supported by some workable motivational factors plus the right revamp, may be realistically challenging but probably achievable.

5.       5. REMEMBER

A person who forgets easily his statements and commitments will not lead in an orderly or structured manner. On the contrary, his directions meted out to subordinates will be haphazard. 

 

Without following through to execute the intents already made known to team members, he misconstrues himself as one taking lightly his commitments; in other words, perceived by others as a mere story teller who neither means what he says nor says what he means. His subordinates may then ultimately disregard his statements. 

Leaders must reflect seriousness in their role, otherwise whatever they say or do will be inconsequential. Team members will lose respect for their leadership, thus not heeding seriously the directions and advice. 

Digesting a subject thoroughly leads to remembering. A respected leader remembers the profiles of those under his purview, especially his direct subordinates. He remembers each direct subordinate’s strengths (and pertinent weaknesses too). His direct subordinates must also remember the profiles of their own downline subordinates.

To remember subordinates means to understand them well, such as character, motivating essence, IQ and EQ etc. Only by such cognizance can team members be harnessed for assigned tasks befitting their respective profile. 

It may not be possible for a paramount leader to remember all team members’ profiles if his team is large. However, he must impress upon all his sub-leaders to know their downlines well for purpose of efficacious harnessing and consistency in chain of command. 

Sir Alex Ferguson, the reputed manager/coach of Manchester United football club (1986 – 2013) and an iconic name in the English Premier League realm, exemplified himself as a leader knowing the nooks and corners of his players’ characteristics. He did not really instrument training sessions by himself but delegated this task to his assistant coaches. However, he was always on the side line at the field, closely observing his players’ actions. 

His modus operandi was to closely observe how each individual behaved and performed during training sessions. He would evaluate each player’s physical or mental condition; for example, to reckon whether a player had a personal issue that disrupted his focus span, or whether a player had a lingering latent injury although claiming to be fine form. By his scrutinising observations, he could understand and remember the players in broader perspectives for forming a cohesive team. 

Under his reign, MU won 38 trophies – e.g. top in Premier League, 13 times; FA Cup, 5 times; UEFA Champions League, 2 times. All these reflected testimonial results of his full comprehension regarding players by way of remembering their characteristics.

6.       6. RECOGNISE

Silence is not golden whenever a team member excels in a task but without mention by superiors. Everybody wants to be recognised for a good job well done. Due recognition propels a prolific performer to continue pursuing excellence. 

Rightly so, constant achievers should be recognised in the form of year-end merit incentives. This is the best form of recognition. However, leaders should not pat the shoulders of deserving performers only once a year. Ad hoc acknowledgement of any one feat on the spot may be more expedient, like the leader treating the achiever to an informal fellowship lunch. Informal appreciation serves as appetizer to inspire the achiever’s appetite for more accomplishments ahead.

Recognising is a sequel to realising. To accord due recognition, a leader must first realise (or be consciously aware) of any prominent achievements attained by any team member. He needs to inquire, review and monitor the progress of tasks carried out by his members periodically. Many achievements go unnoticed because the respective leaders (or should I call them pseudo leaders) fail to realise the outcomes. Pseudo leaders should not be appointed to lead as they are never real leaders in the first place.

I still harbour high respect for a very senior officer in the same corporation that I was in. That was in the late 1990’s. He was the chief sales officer based at the home office in Hong Kong and second in command next to the president of the company. Until today, I still treasure his simple commendation letter to me, with copy extended to the President and Malaysia’s chief executive officer, on the significant business growth rate in 1999 scored by my Northern region in Malaysia. More touching was when he complimented me in front of other officers at a meeting. These simple kind gestures motivated me to strive further.

7.       7. RELATE

In this context, “relate” connotes “interact” or “connect”.  Interactive leaders like to relate – or “touch base”, the common slang – with as many team members as possible frequently. The more they know what members think and feel about the jobs, the better they are positioned to embark on the right action plans.

In Malaysia, some political party leaders go to the ground for interaction with “grassroot”members and the community. The three-prong message conveyed by the grassroot leaders is simple: 

(1)    They are with and for the common members to serve the community the party represents.

(2)    To understand the needs of the people, especially in the sub-urban and rural areas, as relayed by the grassroot members operating in that community.

(3)    They like to connect with the community for purpose of helping to solve issues faced by the latter.

Because they relate with the grassroot party members and the community, they get elected as members of parliament or state legislatures.

Bureaucrats – officers who prefer to operate by giving directives to subordinates without moving out from their work base – can never be good leaders. Being too aloof, they can instruct but not lead. Without practising team interaction, they lack knowledge of who among the members could be harnessed for team expediency. Neither can they guide the subordinates properly. The mind-set of “I instruct, you do it alone”, instead of “I propose, we do it together”, will not win the wholehearted voluntary commitment from members.

Mahatma Gandhi, in addition to exercise rationality, drew in wholehearted support from the mass because he moved and stayed with them wherever he went to share his mission. He portrayed he was a commoner like them. He felt their situation and pursued the interests of the populace, not his own. He humbly related with them regardless of their status. 

                                         (photo extracted from www.history.com)

The 7R’s, if prevalent, fortify two outstanding qualities in a leader – wisdom (in exercising discretion), and ability to win over natural revered respect from team members. Wisdom and earned respect serve as the bastion of profound leadership. In essence, the 7R’s co-support one another as cohesive elements in a solid nutshell. 

 

Needless to say, a leader must first and foremost be committed to his leadership role as the core ingredient, otherwise the 7R’s will not manifest.