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Timeless Leadership Principles For Today's Digital World: Boldness, Simplicity and Speed

I believe boldness, simplicity and speed are key leadership principles for success in today's complex world. They should be used to guide our behaviour and activity.

We need leaders who are bold

During the financial crisis in 2008 no issue has aroused more passion and energy than financial institution bailouts. I’m sure years of the wrong government policies added to the disaster but why did the banks behave the way they did up to the crisis?

My personal view on this is that the banks were set up on a command and control fear based culture with low trust. I believe they had created a culture where people were too scared to say, “No we shouldn’t be doing this, it is too risky.” I think greed and fear took over. No one was bold enough to say no, let’s not do this.

One of the key aspects of being a great leader is being of ethical service, to serve others. Boldness is the willingness to take risks in the service of what matters, such as your organisational purpose, goals and values. It means being courageous, confronting, speaking out and acting in the face of fear and danger.

We need leaders who can operate with boldness. Being bold and courageous is not about being ‘gung ho.’ For me it’s around being on purpose, honest, value led, being open, being able to speak your mind, being able to say what’s in your thoughts.

I know that when I was in the military I would rather have someone say that they couldn’t do something, or that they were ill or injured rather than to think they are being courageous in saying, yes, yes I can do that and then let me down in the field when the bullets are flying. I definitely wouldn’t want that to happen.

For me being courageous is about people going out there being bold and being comfortable with vulnerability to do what is right.

Being bold of course is also about thinking big. It is about creating a good personal risk profile and making sure you can actually go for it as you test things out. You are comfortable failing fast if needed. So thinking big is a great principle I would propose for leaders in this New World.

We now work in environments where things haven’t been done before so I think that the old way universities teach people through case studies is redundant now. I believe it is around looking into the future, being bold, creating new ways of operating and really having the comfortable mindset of “OK I am going to go for it; if it fails I can kill risk quickly and develop new ways of doing things.” So being bold is a key principle.

We need leaders who keep things simple

I was working with an organisation that used a big consultancy firm to develop their new Leadership Model. Theoretically and intellectually it was great and stacked up to the criteria and must have cost the tax payers a fortune! In my view it was too over engineered and complicated, they got so wrapped up in showing people how clever they were by creating such a complex model they forgot it had to be implemented by busy people.

We need to keep things simple, not complicate or overburden our people. I see so many complicated strategies and plans that are so clever but can’t be operationalised because they are so complex.

I am a big fan of strategy on a page, plans on a page, projects on a page - you get the idea. You really have to understand what you are doing to put a complex situation on one page and remember the purpose of plans, to guide action! I’ve found the planning process is more important than the plan.

In a complex world it makes sense to be able to deal with complexity and make things simple. I stagger at the complexity organisations build into their ways of working. How over complex is your business?

Think about your business, think about the function or team that you lead and ask yourself what is it I can do to make it simple. How can I get rid of the millions of KPIs and the confusion that we create with the bureaucracy, the form filling, the report making, the overly complex process - all the things that make the job really challenging.

Let’s get rid of those and keep it simple. What is it we actually need to do to make it successful? I have a belief that people tend not to remember more than three or four things anyway so what is it that I want them to focus on that really drives the performance and results.

Yet many companies I work with say, “Well, you don’t understand; our business is really complicated.” My belief is that it is not complex, they just make it complicated. I think this comes from this whole mindset of, “If I am working in a complex organisation then I am really intelligent which means I am more successful.”

All we are doing really is boosting our egos when we just need to make the business simple.

We need leaders who can operate with agility and pace

I was working with a large retailer who were going through a major change programme. The organisation was funded by venture capitalists, the pressure was on. Sadly they could not make the change quick enough and the investors got bullish, the leadership team were replaced.

So, let’s make things simple: we’ve got Boldness, we’ve got Simplicity and the third thing in today’s world is we have got to operate with Pace. We have got to deliver quickly, we’ve got to execute around priorities, and we’ve got to make sure that we know how to take a strategy and then take the strategy and turn it into a plan, and then operationalise it really quickly. We need to create a sense of urgency.

One client I work with has achieved this by creating a culture of perpetual crisis. It certainly keeps leaders on their toes and constantly innovating.

We also need to be comfortable with this whole concept of speeding up by slowing down – we know when to go fast, we know when to slow down we know when to review, reflect and learn. We know that there is a big difference between a plan and the planning process.

We know how to engage people, we know how to get teams on board quickly and we can execute with immense speed. This is a crucial element in today’s world.

I am amazed by this whole concept of 10 year plans, 5 year plans and the annual planning process. I believe we need to start to operate in smaller time frames whilst still keeping an eye on the future and what is coming. We need to speed up our delivery by taking an evolving approach and operating with greater pace.

Let’s start operating in 90 day planning cycles and keeping an eye on the future visions.

Let's ensure our leaders have the capability to operate in a bold way. can keeps things simple and can deliver at pace.

Leadership Infographic

 

Every success

Graham 

About the author

Graham Wilson

Graham Wilson

I enjoy and specialise in teaching leadership skills, how to create winning strategies, how to build high performance cultures. Outcomes and results are the most important measures for me!