These paradoxes will seem familiar, and others novel, but each worth considering in your leadership equation
Environment Minister Steven Guilbeault has been called a radical pragmatist. Bill Gates was dubbed a practical visionary by a prominent journalist.
Executive coach Tim Elmore says leaders face the challenge these days of collaborating with a more educated, entitled work force, which has greater expectations of satisfaction and rewards than in past generations. That calls for leaders who can balance intellectual, emotional, social and moral intelligences. The best leaders juggle seemingly contradictory traits.
Great leaders embrace visibility and invisibility: In the beginning of a mission, most people need a leader to be visible, demonstrating what is achievable. But over time, those people need the leader to step aside and allow them to realize their own potential. Leaders need to know when to lead and when to get out of the way. He notes Martin Luther King Jr.
Great leaders are teachers and learners: Leaders help followers to see and understand their situation better. But to do that, leaders must be life-long learners. Mr. Elmore will often tell his team: “This is what I know today, but there’s always more to know.” They say you must read the weather – and set the weather. That means a leader must be able to sense the mood of the team and realize that he or she sets the tone through their body language and energy. Lisa Falzone, CEO of Athena Security, told the authors, “You always want to have composure in front of your employees. They can tell if you’re stressed, and then they feed off that.”
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