The three pillars of true leadership

by L&D05 Jul 2016
Engaging leadership is born to some and learned by others, according to Nikki Fogden-Moore, lifestyle coach, speaker and author of the new book, Vitality.

Whether you’re a manager or a CEO, the skill in managing change and nurturing accountability throughout your organisation is to ensure you lead from within, lead by example and lead others, she added.

“In my experience working with CEOs and entrepreneurs over the past 15 years, no matter what size the business, these three pillars of true leadership build trust, create unity and empower others,” said Fogden-Moore.

“It’s not just a matter of having vision and giving direction - it’s showing an authentic connection to the 'why' and engaging teams at all levels along the way.”

Fogden-Moore added that the ultimate step as a manager or leader is recognising your actions speak louder than words. Do you truly believe in the merits, demonstrate this with consistency and lead by example? 

Here are Fogden-Moore's three pillars of true leadership:

Leading From within

Creating a positive and lasting culture shift in any organisation requires strategy, vision, a strong action plan and leading from the top down. It does not mean you have to be an expert in all areas of business.

However, it does mean you need to be connected to the strategy and apply your own experience.

Great leaders continue to learn and hone their skills, keep informed and look for fresh ideas.

They test out their theories, do their research and believe in the plans they are putting in place.

Leading by example

It’s not the office walls, the plaque outside or the stationery you have your logo on — it’s the people factor. More importantly, it’s the leader factor. Great leaders demonstrate the change they want to see and engage their teams and company by leading by example before they lead others.

If you do not walk the talk and demonstrate by example with consistency and integrity, then how can you expect those that work with you to do the same. This is especially imperative in cross division engagement and team cohesiveness.

Middle and upper management have the power to lead by example if they can leave the fear of “job theft” and being shown up aside, and learn the art of authentic leadership and recognition.

Know your strengths, identify productive alliances and show open communication with your management and executive team.

Leading others

When we’ve truly lead from within and lead by example, we have a clear platform to genuinely lead others. This builds trust and credibility.

I like to call it earning your stripes. People will follow leaders who truly believe in the principles and best practice they are handing down.  

Ask yourself: What will it take to roll out the new culture or process? Have you tried and tested the roadmap with your senior team and do you know the ‘why’ with clarity and conviction?

Plan your roll out: How can you make change, growth and development as seamless as possible, recognised as crucial and get accountability at all levels? By ensuring you have a plan on how you are going to lead others.

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