What does it take to be an effective leader? It is a question that obsesses all of us at VIM Executive Coaching. We know what it is not. Being an effective executive leader is not based on wearing clothing from a Parisienne boutique or driving a $90,000 vehicle. Indeed, stories of legendary effective leaders have been well-documented where suits were purchased off-the-rack, and their vehicles were 17-year-old clunkers.
Facing Reality
While no one factor can be seen as totally responsible for making an exceptional executive leader, one attribute that cannot be discounted is the ability of executives to face reality. More specifically, to view a situation in a mindful, unbiased and authentic fashion. We have found that among many executive leaders getting a grasp on reality may be as elusive as finding the Golden Goose.
If you kindly note the title of this post, we did not write, “Facing Reality for Young Executives,” or “Facing Reality for New Business Leaders.” Frankly, as business coaches, we have seen many older executives who approached employee conflicts with bias; established business leaders who were inauthentic in dealing with personnel situations and more than a few “award winners” who were (unfortunately) mindful only of their credentials.
Facing reality comes from being fully engaged in the moment, each moment, and embracing that feeling. Facing reality is the opposite of having an agenda, a hidden or obvious bias and in being the same person “outward” as we are on the inside.
Counter-Intuitive?
Unfortunately, many executives have been taught to “play their hand close to the vest,” or to “be reserved and non-committal.” As a result, they can often shut down, or to seek counsel from people much like themselves, or to make decisions by following a well-worn path.
Facing reality required us to be mindful of what is clear and purposeful and to take in all information on a balanced and well-informed set of decision-making facts. How is such a state achieved? Certainly, honesty and ethical behavior are important, but much deeper, that we stay within our breaths, that we respond to what is there and not what we wish to be there or to construct fabrications in our heads.
An obvious example might be to view a disagreement between two employees who are working on the same team.
As they enter the executive leader’s office, how are the employees viewed? What filters are in place? Unfortunately, subtle and overt biases have often crept into the resolution of a conflict. In perpetuating such biases, we perpetuate terrible judgment, injustice and worst of all destroy the fabric and core of the organization’s essence.
VIM Executive Coaching always strives to give the benefit of the doubt to what is in front of us, not how we would like it to be. It is a response to a situation not a blind reaction.
The mindful executive should no more apply a filter to an employee conflict than they would to themselves. Mindfulness can be taught, and it can be taught to a leader at any stage of their career. Therefore, even a seasoned executive can judge situations in an authentic light.
Being present in a situation that requires our presence is a gift. Whether an employee conflict among two co-workers, or a major decision affecting one-thousand employees and organizational shifts, mergers or acquisitions, mindfulness is always the solution to the best resolution of the problem.
To face reality in the most compassionate manner is in facing ourselves in the same way. If we can understand the advantages of always being mindful, the “message” will be conveyed to everyone around us.