Tim Kite says that when an organization isn’t working as well as a leader would like, the first place a leader should look is in the mirror.
Kite, founder and CEO of Focus 3, a leadership training company in Columbus, Ohio, says many people in management positions “blame others too quickly.” “They find fault too early, as opposed to looking at themselves and the way they lead.”
On a December episode of the 21st Century Business Forum, Kite extolled the virtues of what he called “constant leadership.”
Kaito argues that good leaders are “relentlessly committed to the behaviors, disciplines, and mindsets that true leaders engage in.” Such leaders are “relentless in engaging with people, relentless in performing with and through people,[and]deeply and tenaciously committed to people and performance,” he says.
In Kite’s view, good leaders have two basic priorities.
“No. One is building trust and the second is achieving results,” he says.
Kaito said that trust is “not something that is given, not something that is given. Trust is born.”
“People don’t trust someone just because they have a title or status,” he says. “Really, leadership isn’t authority based on titles. It’s influence based on the trust you’ve earned.”
Leaders gain trust in three ways: character, competence, and connection with people, says Kight.
“And every day, you’re depositing and withdrawing money from trust accounts with subordinates,” Kight tells the leader.
To achieve results, leaders must provide clarity, accountability, and support to their subordinates.
Clarity comes in part through leaders clearly outlining their expectations and defining the organization’s cultural norms and strategic direction, says Kight. Accountability involves holding individuals accountable “in a normative, positive and productive way”. And support is shown by giving people the tools, training, and coaching they need to do their jobs.
Kight’s belief is that people perform “to the level of leadership you provide.” As a result, leaders who are dissatisfied with their organization’s functioning should first ask a series of questions to assess their performance. Among those questions are: Have I heard people talk? Do I understand what’s happening on the front lines of our company? Have you clarified your expectations? Are you holding people accountable in an effective way? Are you coaching and providing them with the kind of support, tools and training they need?”
Kaito says it’s the leader who sets the tone for the energy his subordinates bring to the workplace.
“No one on your team is more enthusiastic than you are,” says Kight. “If you are not enthusiastic and involved with the business, clients or customers you serve, your lack of energy will disappoint people.”
In contrast, “If you are committed, energized, excited, and passionate about what you do, who you do it with, and why you do it, it will be felt by the people you lead.” ’ he says.
business forum organizer Business report and sponsored East Baton Rouge Parish Library and Home Bank.