Conversations

Issue 71 15 February 2011

Leadership lessons from Madiba

So much has been written about Madiba, his lessons are there for all of us to learn. In the words of Tony Blair, throughout his life he has embodied the most essential qualities and values of a leader values that transcend time and place and that are relevant to all. First, in leading the anti-apartheid struggle for more than four decades in the most adverse conditions, Nelson Mandela showed us just what courage and integrity mean; he stood by his principles and refused compromise even when his freedom was at stake. Second, in his roles as negotiator and elected leader, the world watched in awe as he successfully guided South Africas peaceful transition to democracy. Without a hint of bitterness from his 27 years in prison, Nelson Mandela realised his vision of a rainbow nation, forming a state with a truly multi-ethnic government, and a modern and progressive constitution, setting a human rights standard for the world. Who could fail to be inspired by the image of Mandela wearing a Springbok shirt to present the 1995 Rugby World Cup to the victorious South African team? The need for the kind of wisdom, empathy and deep belief in equality and reconciliation that he demonstrated is surely greater than ever in our increasingly globalised world.

with Lincoln
In this issue:
Click on one of the headings below:

Leading for good. Leaders serve. Leaders connect with people. Leaders are credible. Values drive commitment. Leaders cant do it alone. Challenge triggers greatness. A leader offers an example. The best leaders are the best learners. Leadership is an affair of the heart. Trust rules.

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Leadership lessons from Madiba (continued)
Nelson Mandela, Oliver Tambo and Walter Sisulutogether formed a remarkable triumvirate, their contrasting personalities complemented each other so fully that their combined influence was far greater than the sum of their individual parts. If great men ever mould a nations history, the interconnection of these three great men shaped ours through decades of struggle which led to the new South Africa. Rusty Bernstein

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I contributed to realising the dream for which he sacrificed so much? I am also asking these questions as one who is a leader of people in different spheres of my life. Would I be classified as a nation builder or an empire builder? I hope each one of us will rededicate ourselves to the high ideals of Madiba; to lead with integrity and credibility, to serve rather than to be served. In the words of my late father, when you assess your role as a leader or a person, do you have more assets than liabilities? To him, in life, your assets were all the people who loved or cared about you because of the positive difference you made in their lives be they colleagues, friends, loved ones or family members. Your liabilities were all the people you hurt, disappointed and on whom you had a negative effect. Wealth was having more assets than liabilities in life in this way. As a leader and a person, if you are a nation builder, you will have had a positive impact on more people than those you have hurt or disappointed. I hope that these lessons from Madiba will help to make us better leaders and human beings. The key question is, what are we going to do to live up to his great legacy? Regards,

Finally, Nelson Mandela possesses immense compassion and humanity qualities that are often tragically overlooked in leaders. I have been humbled by his tireless charitable work during his so-called retirement years to address poverty, HIV and AIDS and the plight of children in Africa. Even out of the public eye, Nelson Mandela continues to lead and make a significant difference in peoples lives. These leadership qualities and values are universally important. Nelson Mandela is quite rightly an inspirational role model for leaders all around the world, particularly those who are struggling with divisions and conflict and where the values of reconciliation and unity are critical. In this issue of Conversations, I hope to illustrate the key leadership lessons of this icon of nation-builders. I hope these lessons will be useful for all leaders, in politics, corporates and civil society. I hope they will be a barometer by which we judge ourselves as leaders, but more importantly are judged by those we lead lest the fate of the empire-builders befall us as well. As we learn these lessons we should seek to answer these questions Why are some leaders revered while others are reviled? Why would people pray for a longer life for one leader and march for the resignation of other leaders? If the people you lead had a choice, would they wish you were their leader or somebody else? I ask these questions as one who, 21 years ago, as inspired as the youth who are toppling undemocratic governments today, marched and demanded change in South Africa. I need to examine what role I have played in realising the dream of those who opposed our system up until 2 February 1990. I also ask these question as one of those who marched in triumph on the release of Madiba on 11 February 1990. Have

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Leading for good

It is better to lead from behind and put others in front, especially when you celebrate victory Nelson Rolihlahla Mandela
their own greatness by the stature of those they lead. They would, therefore, prefer to be surrounded by people of substance rather than mere sycophants. They understand that they cannot do the job on their own; they need the skills and wisdom of others to assist them. Real leaders also measure their success by the size of their constituency, and by its diversity. Great leaders are leaders for all, not only the few in their circle. Authentic leaders inspire unity. Most importantly, true leaders are afraid to lose touch with their diverse constituency. They would, therefore, consult broadly and rely on others to give them feedback. In defining nation-or team builders Nadine Gordimer looks at an entire century and concludes, I kept on thinking over the millennium, as we changed from the twentieth century to the twenty-first, that out of those lists of people who made that terrible century one of the most violent recorded two stood out like Mount Everest above the others. One was Mahatma Gandhi and the other was Nelson Mandela. Gandhis whole life was that long march to freedom, and Mandela too has been the same and I think he has not stopped marching. He does not turn away from huge problems. Gandhi and Mandela,
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We can broadly divide leaders into nation or team builders, who serve the greater good, and empire builders, who, through a leadership position, are merely serving their own selfish interests.

Constructive builders
What defines nation or team builders? Nation builders speak the language of values and idealism, and of getting the best out of people and for the people. True leaders measure

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Leading for good (continued)
Leadership is not a birthright; nor about position or title; Its not about power or authority nor is it about celebrity or wealth; neither is it the private reserve of a very few charismatic men and women and its most assuredly not about some charismatic gift. Rather it is much more broadly distributed in the population, and is accessible to anyone who has a passion and purpose to change the ways things are. Jim Kouzes and Barry Posner.

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idealistic aspirations. The way to tell whether you are getting the real deal or someone exploiting the goodwill, naivety and eternal hope of the masses is not to listen to good rhetoric and emotive speeches, but to watch carefully what leaders do. Observe how people claiming to serve the greater good operate, notice how they treat people who challenge them or see through them. The effect that they have on the people who work closest to them is also telling. Empire builders instil fear in their followers, who are then too frightened to speak the truth to those in power. They consequently become selfreferential and believe that their view alone is worthy of consideration. Moral vacuums support empire builders. Their arrogance and vanity are frightening because they act as if they are invincible and as if they have sponsorship from someone in a higher position. The upside is that, because of their lack of fear, they reveal their true colours from the outset. Over the past three weeks we have witnessed what is maybe a political tsunami intent on sweeping out the despots and empire-builders in North Africa and the Middle East. Millions of people in South Sudan, Algeria, Tunisia and Yemen are calling for the resignation of their leaders. They have demanded that these leaders not only leave office, but flee and leave their countries. These protests have taken the leaders by surprise. How could people suppressed for decades suddenly rise up against leaders who have been in power for 10, 15, 20, 30, or 40 years?

the two indisputably magnificent great people of the last millennium, are unique in their credible moral and humanistic stand. And weve still got Madiba with us. This is why millions of people across the world, of all races, religions, cultures and ages, have held vigils, sent millions of good wishes and prayers for the health and wealth of this special man, this special leader and nation-builder. He epitomises all that is great about leadership, he exhibits all the qualities we want to see in leaders and we all feel that he deserves a longer life. Noble as these sentiments are, one day he will leave us. What shall we do when he passes on? Shall we weep, declare days of mourning, name buildings after him, erect monuments, send messages and so on? Those are great gestures, but would they sustain his legacy? Would they teach us something about him? It seems to me that the greatest tribute to this great man is to love others as he loved us, forgive others as he did, build communities and nations as he did, lead selflessly as he did and create understanding among one another as he did. It seems to me that if we did that, each in our own environment, in our sphere of influence, we would fulfil his dream of a non-racial, democratic, non sexist South Africa.

Selfish builders
What defines empire builders or ego driven leaders? Empire building is about vanity and power, mixed in various proportions. Vanity, of course, is brilliant at mimicking good values and talking about

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Leaders serve
I always remember the axiom: a leader is like a shepherd. He stays behind the flock, letting the most nimble to out ahead, whereupon the others follow, not realising that all along they are being directed from behind. Nelson Rolihlahla Mandela

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interests of their constituents. Self-serving leaders, on the other hand spend, most of their time protecting their status, they battle to handle feedback because they fear losing their position and status. One of the longest-serving presidents in Africa was asked by his people, Mr President, when are you finally, finally finally going to say goodbye to the people its been more than 25 years. The presidents response was, Why, where are the people going? Clearly this president did not appreciate nor understand the feedback from his people. The best lesson from Madiba was that he always regarded leadership as an act of service. He embraced and welcomed feedback, viewing it as a source of useful information on how he could provide better service. In his address on his release on 11 February 1990, he reiterated his position on leadership, which has remained characteristic of his leadership style: Friends, comrades and fellow South Africans. I greet you in the name of peace, democracy and freedom for all. I stand here before you not as a prophet but as a humble servant of you, the people. Your tireless and heroic sacrifices have made it possible for me to be here today. I therefore place the remaining years of my life in your hands As a leader, are you focused more on being served than serving?

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Ken Blanchard points out that exemplary leaders do not place themselves at the centre; they place others there; they do not seek the attention of people; they give it to others. They do not focus on satisfying their own aims and desires; they look for ways to respond to the needs and

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Leaders connect with people

And when we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others. Nelson Rolihlahla Mandela
Truly inspirational leadership is not about selling a vision; its about showing people how the vision can directly benefit them and how their specific needs can be satisfied. Leaders must be able to sense the purpose in others. What people really want to hear is not the leaders vision. They want to hear about how their own aspirations will be met. They want to hear how their dreams will come true and their hopes will be realised. They want to see themselves in the picture of the future that the leader is painting. The very best leaders understand that its about inspiring a shared vision, not about selling their own idiosyncratic views of the world. Mandelas vision of a democratic South Africa was powerfully articulated on the dock in his last public words as he faced the death penalty; During my lifetime I have dedicated myself to this struggle of the African people. I have fought against white domination, and I have fought against black domination. I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities. It is an ideal which I hope to live for and to achieve. But if needs be, it is an ideal for which I am prepared to die. His vision was sustained through 27 years of imprisonment and three gruelling years of negotiation. That vision is now enshrined in our Constitution, which starts with the words: We, the people of South Africa, recognise the injustices of our past; honour those who suffered for justice and freedom in our land; respect those who have worked to build and develop our country; and believe that South Africa belongs to all who live in it, united in our diversity. Madiba was able to sustain his dream of a non-racial, democratic rainbow nation throughout his career. He makes all of us young or old, black or white, men or women, gay or straight, rural or urban feel empowered, listened to, understood, capable, and important. He achieved all this by being open and caring, positive, passionate and compassionate. That made him connect with our hopes, fears, aspirations and desires. His crowning glory was the 2010 FIFA World Cup where we showed the world, but more importantly showed ourselves, how far we had come to realise his dream of a united, non-racial, non-sexist and democratic society. Do you, as a leader, connect with your people?

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Great peacemakers are all people of integrity, of honesty, but humility. Nelson Rolihlahla Mandela A good head and a good heart are always a formidable combination. Nelson Rolihlahla Mandela

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Leaders are credible

Jim Kouzes and Barry Posner argue that credibility is the foundation of leadership. Although it makes a difference believing in yourself as a leader, others have to believe in you too. So what does it take for others to believe in you? Short answer: Credibility. In these times when people have become cynical about their leaders and institutions, leader credibility has taken centre stage. We require believability. This determines whether people will willingly give more of their time, talent, energy, experience, intelligence, creativity, and support. Only credible leaders earn commitment, and only commitment builds and regenerates great organisations and communities. Leadership is a relationship between those who aspire to lead and those who choose to follow. You cant have one without the other. Leadership strategies, tactics, skills, and practices are empty without an understanding of the fundamental dynamics of this relationship. Credibility makes the difference between being an effective leader and being an ineffective one. Credibility will determine whether others want to follow you or not. You must take this personally. The loyalty, commitment, energy, and productivity of your constituents depend on it. And the effect of personal integrity of leaders goes far beyond employee attitudes. It also influences customer and investor loyalty. People are just more likely to stick with you when they know they are dealing with a credible person and a credible institution. In business, and in life, if people dont believe in you, they wont stand by you.
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In Madibas case, his credibility is unassailable. It has stood the test of time from prison to the presidency to life after the presidency. Peter Hain argues that prison could have embittered him, adulation could have gone to his head, egotism could have triumphed. He further argues that the clutching of the crowd and the intrusive pressures of the modern political age could have seen Madiba retreat behind the barriers that most top figures today erect around them simply to retain some individual space, but all often end up either in cold aloofness or in patent insincerity and its companion, cynicism. He boldly asserts that none of this happened. Throughout everything, Madiba remains his own man, not seduced by the trappings of office nor deluded by the adulation of admirers, always friendly and approachable. And that is why he is the icon of icons -and maybe always will be. Are you regarded as a credible leader?

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In an age of cynicism about political leaders, Nelson Mandela remains a truly global icon. His name is forever associated with the battle for justice, freedom and democracy, and his life is a shining example of the possibility of change. Revered by all, whether ordinary citizens, famous celebrities, or other statesmen, Nelson Mandelas ability to stir and mobilise people into action is unparalleled. Tony Blair

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Madiba wrote: In judging our progress as individuals, we tend to concentrate on external factors such as ones social position, influence and popularity, wealth and standard of education... but internal factors may even be more crucial in assessing ones development as a human being: honesty, sincerity, simplicity, humility, purity, generosity, absence of vanity, readiness to serve your fellow men qualities within the reach of every soul. These values are confirmed by all those who have observed Madiba and those who worked very closely with him including, Cyril Ramaphosa: Madiba is forthright, I can tell you with certainty, in all the years I worked with him, I have never once found him to be devious. Honesty, integrity, forthrightness, and truthfulness have been foremost hallmarks of Madibas make-up and its a joy to deal with someone like him. His other important quality is loyalty to his friends. Madiba is loyal to a fault. Even when his friends and comrades falter and go wrong, if they have dealt with him honestly and have done some good, he will be loyal to them to the end. I could not think of a more loyal person. What are your values? Do you live by them? Are they known by those you lead?

Values drive commitment

One of the Madiba lessons is about the values of the leader as it is values that drive commitment. People want to know what you stand for and believe in. They want to know what you value. And leaders need to know what others value if they are going to be able to forge alignments between personal values and organisational demands. If you are a leader, people want to know your values and beliefs, what you really care about, and what keeps you awake at night. They want to know who most influences you, the events that shaped your attitudes, and the experiences that prepared you for the job. They want to know what drives you, what makes you happy, and what ticks you off. They want to know what youre like as a person and why you want to be their leader. They want to know whether you play an instrument, compete in sports, go to the movies, or enjoy the theatre. They want to know about your family, what youve done, and where youve travelled. They want to understand your personal story. They want to know why they ought to be following you. Values represent the core of who you are. They influence every aspect of your life: your moral judgements, the people you trust, the appeals you respond to, the way you invest your time and your money. And in turbulent times, they provide a sense of direction amid all the depressing news and challenging personal adversities. Mandelas values are aptly captured in a letter written to his then-wife, Winnie Madikizela Mandela. These are the values that have endeared Madiba to millions in South Africa and abroad. These should be the basic foundation for leadership in all spheres.

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Leaders cant do it alone

Madiba has the ability to listen. He listens to his colleagues, to his adversaries and in listening he is able to take in new ideas and new thoughts. Many leaders dont listen; they think they know it all. Where Madiba doesnt know anything he concedes. He also admits when he is wrong. There are not many leaders who admit to making a mistake either. Cyril Ramaphosa
You cant do it alone is the next Madiba lesson. No leader ever got anything extraordinary done without the talent and support of others. Leadership is a team sport, and you need to engage others in the cause. What strengthens and sustains the relationship between leader and constituent is that leaders are obsessed with what is best for others, not what is best for themselves. Leadership in not about the leader as such. It is not about you alone. Its about the connection you and your teammates have with each other. Its about how you behave and feel toward each other. Its about the emotional bond that exists between you and them. Exemplary leaders know that they must attend to the needs, and focus on the capabilities of their constituents if they are going to get extraordinary things done. To work effectively with others, you have to hear what people are saying. So often leadership is associated with inspirational speaking, but people often miss the fact that making the human connection requires exceptional listening. You have to understand the perspective of others. That ability has been shown to be the most glaring difference between successful and unsuccessful leaders. Sensitivity to others needs is a truly precious human ability. But it is not a complex act. It simply means spending time with people on the factory floor or in the showroom or warehouse or back room. It means being acutely aware of the attitudes and feelings of others and the nuances of their communication. Its about intimacy. Its about familiarity. Its about empathy. This kind of communication requires understanding constituents at a much deeper level than most people normally find comfortable. It requires understanding others strongest yearnings and their deepest fears. It requires a profound awareness of their joys and their sorrows. It requires experiencing life as they experience it. As much as Madiba was always in the limelight, he always knew he had to share it. He understood that some part quite a large part of leadership is symbolic and that he was a splendid symbol. But he knew that he could not always be in front, and that his own great goal could die unless he empowered others to lead. In the language of basketball, he wanted the ball, but he understood that he had to pass to others and let them shoot. Madiba genuinely believed in the virtues of the team, and he knew that to get the best out of his own people, he had to make sure that they partook of the glory and, even more important, that they felt they were influencing his decisions. How well do you as leader involve others in decision-making?

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Challenge triggers greatness

I remember being awestruck when I first met Nelson Mandela. Not because he is a superstar or a celebrity, but because he is truly awesome. What makes him so exceptional, what sets me in awe of him, is his tremendous energy and courage. He is uncompromising in his efforts to combat adversity and injustice, not just in South Africa. Muhammad Ali
foxhole and leading the charge across the field of battle. His view is that leaders must not only lead, they must be seen to be leading that is part of the job description. Leading from the front meant many things. He was the one who led from the front during the Defiance Campaign of 1952; he was the first to operate underground, he was the first to undergo military training, and so on. On Robben Island, he always stepped to the front of the line of prisoners entering the island, under the stares and taunts of the guards, in order to show the others how to react. Right from the start, you had to stand up to the guards, he told his colleagues, and he took the lead in doing so. But nothing Mandela ever did held quite the risks and dangers of the secret talks he initiated with the white government in 1985 while he was still in prison. It violated every principle of his movement and his own public statements over the decades. He could have been branded a traitor and become a pariah in his own movement, and he might well have pushed the country to all-out civil war. In government, he boldly donated part of his salary to charity, fought corruption, preached reconciliation, and so on.

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The sixth lesson from Madiba is that challenge is the crucible for greatness. Exemplary leaders the kind of leaders people want to follow are always associated with changing the status quo. Great achievements dont happen when you keep things the same. Change invariably involves challenge, and challenge tests you. It introduces you to yourself. It brings you face-to-face with your level of commitment, your grittiness, and your values. It reveals your mindset about change. Richard Stengel points out that, throughout his life, Madiba took risks to lead. If he were a soldier, he would be the one jumping out of the

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A leader offers an example

Every time Nelson Mandela walks into a room we all feel a little bigger. We all want to stand up; we all want to cheer; because wed like to be him on our best day. Bill Clinton
Casey Mork said: Youve got to walk the talk, not just talk the talk. Leaders are responsible for modelling behaviour based on the values they communicate. The leader must then live by them in plain view of those he or she expects to follow the values. A leader must go beyond just talking about organisational values such as customers are always different they must actually demonstrate how to do this. In other words, leading is not about telling others what to value and what to do. You have to model the way you want others to feel, think, and act. You have to show others that you are going to do exactly what you are asking them to do. Jim Kouzes and Barry Posner state the problem succinctly: Quite often the greatest distance that leaders have to travel is the distance from their mouths to their feet. Taking that step toward fulfilling a promise, putting the resources behind a pledge, and acting on a verbal commitment may require great courage. But its the very thing that demonstrates the courage of your convictions. Madiba promoted reconciliation, nation-building and the restoration of peoples dignity by his own exemplary behaviour. He knew that true leadership
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You either lead by example or you dont lead at all. That is the eighth lesson. Leaders have to keep their promises and become role models for the values and actions they espouse. You have to go first as a leader. You cant ask others to do something you arent willing to do yourself. Moreover, you have to be willing to admit mistakes and be able to learn from them.

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A leader offers an example (continued)
Leaders have only two tools at their disposal: what they say and how they act. What they say might be interesting, but how they act is always crucial. Alan Deutschman

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is often realised by exerting quiet and subtle influence on from day to day, by frequently seeing followers and other people face to face. He treated everyone with the same courtesy and respect, whether they were kings or commoners. He lifted people out of their everyday selves and into a higher level of performance, achievement and awareness. He obtained extraordinary results from ordinary people by instilling purpose in their endeavours. He was open, civil, tolerant and fair and he maintained a respect for the dignity of all people at all times. His actions included reconciliation meetings with former enemies, visits to Orania to Mrs Verwoerd, donning the Springbok jersey at the Rugby World Cup, insisting on the singing of the National Anthem, promoting reconciliation among warring groups in KwaZulu-Natal The list is endless. Everywhere he went, at every conceivable opportunity, he reaffirmed, reasserted and reminded everyone of the basic principles upon which our rainbow nation was founded. This is aptly stated by Neville Alexander, Mandela is not just an icon. It is important to highlight those things that show how a really humble person, with tremendous vision and insight, was able and still is able to inspire millions of people to go the extra mile, to go beyond themselves, to bring about a change, regardless of whether they accept what he stands for or not. I think that side of Mandela, that side of him is what is most attractive to people.

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The best leaders are the best learners

Leadership and learning are indispensable to each other. John F. Kennedy
Lesson number eight is that the best leaders are the best learners. You have to believe that you (and others) can learn to lead, and that you can become a better leader tomorrow than you are today. Leaders are constant improvement fanatics, and learning is the master skill of leadership. Learning, however, takes time and attention, practice and feedback, along with good coaching. It also takes willingness on your part to ask for support. Leadership can be learned. It is an observable pattern of practices and behaviours, and a definable set of skills and abilities. Skills can be learned, and when we track the progress of people who participate in leadership development programs, we observe that they improve over time. They learn to be better leaders as long as they engage in activities that help them learn how. At the root of learning leadership is the practice of openness, which is why learning to be open is the first of the learning tasks we address in detail. Openness is the willingness to entertain a variety of alternative perspectives, be receptive to contributions from everyone regardless of previous
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The best leaders are the best learners (continued)
He did not even pretend that I would have some special claim to his time. There never was any kind of life I can recall as family life, a young brides life where you sit with your husband. You just couldnt tear Nelson from the people; the struggle, the nation came first. Winnie Madikizela Mandela

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These lessons helped him greatly during the negotiation process and in his attempts to reconcile and bring understanding to a divided nation. According to Peter Hain, prison gave Madiba wisdom and matured his sense of humanity, except perhaps for the corrosive impact of his inability to be a father and a husband. It made him altogether a better leader, principled and tough, yes, but less confrontational and much more consensual, with not an ounce of arrogance, able to wow the world, and at home both inspire blacks and reassure worried whites.
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attainment or current status, and create dialogic open spaces multiple opportunities for diverse voices and opinions to be heard. When we practice openness, we try to hold in temporary abeyance our own assumptions and preconceptions so that we can consider fully what others want to contribute. This is not easy for leaders who are accustomed to having their say first or who are used to dominating the conversation. Leaders who are open have learned to stop talking and start listening to what others have to say. They strive to let words, ideas, and actions flow freely, actively, and publicly, inviting the contributions of others with a hospitable and lively enthusiasm. Mandelas ability to continuously learn is described by Fikile Bam, Nelson was very serious about learning to understand the Afrikaner his mind and how he thought. Because in his mind, and he actually preached this, the Afrikaner was an African and whatever solution there was going to be on the political issues, was to involve Afrikaans people. They, after all, were part and parcel of the land, apart from the point that they were the rulers of the land, but they have grown up and they have a history in the country, which he wanted to understand, and hence he put a lot of work and effort in learning to speak Afrikaans and use ithe has absolutely no qualms about greeting people in Afrikaans, and about trying his Afrikaans out on the warders. People who came into Robben Island about 1976 did have a problem and inhibition about Afrikaans, but not Nelson. He wanted to really get to know Afrikaners as part of the people who belonged to the country.

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Leadership is an affair of the heart

Mandelas greatness, his stature, derives not just from an extraordinary biography that dwarfs the rest of humankind. It comes from the humanity he radiates, his common touch, his humility, selfdepreciation, sense of fun and dignity. Peter Hain
The ninth lesson is that leadership is an affair of the heart. It could also be the first truth. Leaders are in love with their constituents, their customers and clients, and the mission that they are serving. Leaders make others feel important and are gracious in showing their appreciation. Love is the motivation that energises leaders to give so much for others. You just wont work hard enough to become great if you arent doing what you love. Jim Kouzes and Barry Posner came up with the phrase Leadership is an affair of the heart and explained it thus: Theres not integrity and honour without heart. Theres no commitment and conviction without heart. Theres no hope and faith without heart. Theres no trust and support without heart. Theres no persistence and courage without heart. Theres no learning and risk taking without heart. Nothing important ever gets done without heart. Purely and simply, exemplary leaders excel at improving performance because they pay great attention to the human heart. One of the most significant ways in which you can show others that you care and appreciate their efforts is to be out there with them. Walk the halls, meander around the corridors, eat in the cafeteria, listen to complaints, go to parties, attend organisational events (even when you are not on the programme), and be able to tell stories about their successes. This type of visibility and availability makes you more real, more genuine, more approachable, and more human. It helps you stay in touch with whats really going on.

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As Jim Kouzes and Barry Posner put it: Loving leading means that youre passionate about values and visions that make a difference, that you look forward every day to devoting your time to strengthening others and building teams, that you relish the chance to tackle a daunting challenge and search for new possibilities, and that you truly enjoy recognising others for their contributions to the success of the enterprise. This is the work you must fall in love with.

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Trust rules
Madiba is not difficult person at all. There is a beautiful Afrikaans word for it: gematigd. Moderate probably doesnt describe it as it is described in Afrikaans, but it is close. He is moderate, but not impulsive. He will sometimes surprise us by requesting to meet very simple people who other people wouldnt pay attention to. He would go to through newspapers and notice people who had achieved something and ask us to arrange a meeting so he could congratulate them. Zelda le Grange
Trust rules thats the last Madiba lesson. If you cant do it alone and have to rely on others, what do you need to make that happen? Trust. Trust is the social glue that holds individuals and groups together. And the level of trust others have in you will determine the amount of influence you have. You have to earn your constituents trust before theyll be willing to trust you. That means you have to give trust before you can get trust.
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with Lincoln

Trust rules your personal credibility. Trust rules your ability to get things done. Trust rules your teams cohesiveness. Trust rules your organisations innovativeness and performance. Trust rules your brand image. Trust rules just about everything you do. And when it comes to trust, you have to ante up first. Trust is the framework that supports all relationships. Building that structure of trust begins when one person takes a risk and opens up to another. If youre the leader in the relationship, that person needs to be you. You also have to show that you can be trusted. Trust may seem quite intangible at times, but its earned in some very tangible ways. You have to demonstrate to others that you have both the character (honesty and integrity) and the abilities (competence and expertise) to do your job and to look out for their welfare.

How do you do this? Its not rocket science: Behave predictably and consistently Communicate clearly Treat promises seriously Be forthright and candid. By behaving in this way, you help to create a climate of trust. It is only when you do so and facilitate effective long-term relationships among your constituents that you can sustain collaboration. To get extraordinary things done, you have to promote a sense of mutual dependence feeling part of a group in which everyone knows they need the others to be successful.

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Conversations
Trust rules (continued)

Issue 71

15 February 2011

with Lincoln
Image courtesy of http://www.msnbc.msn.com

Here are three actions steps that you can take to fulfil the leaders commitment to fostering collaboration: Show trust to build trust. Building trust is a process that begins when one party is willing to risk being the first to ante up, being the first to show vulnerability, and being the first to let go of control. Since youre the leader, the first to trust has to be you. Say we, ask questions, listen, and take advice. When talking about what is planned or what has been accomplished, its essential that you talk in terms of our vision, our values, our goals, our actions, and our achievements. Get people interacting. Create opportunities for people to interact with one another and in the process form more trusting, more collaborative relationships. People cant all be in this together unless you get them interacting on both a personal and a professional basis. People need opportunities to socialise, exchange information and solve problems informally.

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