Challenge #5: The Pareto Principle: seeing emotionally intelligent leadership as an organisational priority
It’s easy for me to say. You just need to influence your board, to get them to invest in emotionally-intelligent leadership development
But today’s organisations are increasingly complex, with competing priorities.
From many options, leaders need to select the top 3 or 4 priorities that will have the greatest positive impacts in their organisations.
One of these
(is) should be investing in emotionally-intelligent leaders. Because in today’s complex world of work, good leadership has a huge and positive impact on organisational success. Prioritise your investment in emotionally-intelligent leadership and you’re impacting on the whole organisation.
- Operational problems
- Finance: turnover, cashflow and profit
- The competition
To name but a few challenges.
As well as leadership being a more important component of organisational success than ever before, research evidence points to better stability in organisations with emotionally-intelligent leaders. They are more successful and deliver better results over the medium to long term.
Yet too few leaders feel emotionally-secure. A sense of individual responsibility, and feeling isolated from one’s peers, leaves many feeling lonely and vulnerable.
Again, it’s a paradox. Senior leaders are meant to be focused on strategic development: of their organisation, their people and their other tangible – and intangible – resources.
Yet they get bogged down in the trivial. Pulled to the immediate both from above and below.
Publicly-funded companies get pushed by their shareholders. Public sector organisations are accountable to elected representatives. Invariably to focus on delivering short term results – when the Board’s role should be both the immediate and the longer term.
Leadership development should be designed to enhance clarity and emotional well-being
To support people to see what’s both important and urgent – and to develop the resilience to handle competing priorities.
One key method of supporting clarity is executive and leadership coaching. Having conversations that unpick the operational priorities from the trivial. Coaching is highly effective in overcoming leadership loneliness, and team coaching supports successful organisational direction too.
And by getting everyone on board to agreed goals and priorities, success is more easily guaranteed, than when board members are pulling in different directions.