On a day when the political leadership landscape of UK changes by the minute, leadership will become a popular #.
Recent discussions with business leaders highlight the multiple authors and consultants offering simple and universal solutions - develop mindfulness, be authentic.... But clearly there is no simple or universal formula for leadership.
What we do and say creates the visible culture in the 'systems' we lead. What we think is invisible. How we decide may be obscure.
In our work with boards, we advocate a transparent path between the values we espouse, the strategic decisions we take and the behaviour of leaders. Wise leaders make Situationally Intelligent choices and learn from experience.
The LyonsBateson Situational Intelligence methodology published in partnership with global thought leader Dr Laurence Lyons, highlights the need to recognise your strategic context, understand your objectives, establish who you need to engage with and their motivations and consider your own strengths and potential in order to decide on the action you will take. Developing this rich picture rather than responding to symptoms increases the likelihood of success.
Triggers, published this year by global thought leader Marshall Goldsmith, summarises much of his earlier thinking and influences. He places Situation at the heart of leadership as triggering response.
So the astute leader learns to read situations and understand self. Both capabilities are enabled by feedback from those who watch us in action. Having received the feedback, it is wise to take time to reflect and establish what has relevance before deciding on the commitment we wish to make to change our behaviour.
Developing leadership capability takes time, requires commitment and is enabled by a good support network.