9 Most Practical Skills Future Courses for Managers

6 Consistent Behaviours of Highly Authentic Leaders

According to John Maxwell, leadership expert and founder of the John Maxwell Company, authenticity is not about replicating the leadership styles and traits of others. Rather, “authentic leaders have self-awareness, self-respect, self-confidence, and emotional maturity. They prize integrity above image, and they seek to build trust with others on the basis of their personal character.” Take some guidance and inspiration from these 6 consistent behaviours of highly authentic leaders and check if you embody these traits. 1. They are self-aware Authentic leaders may not know everything, but if there is one thing that they are committed to knowing more about than anyone else, is knowing themselves. Self-awareness lies at the core of authenticity, and authentic leaders use every experience as an opportunity to deepen insight into their strengths, weaknesses, values, beliefs and emotions. According to Dr Sattar Bawany, Managing Director & Master Executive Coach of EDA Asia Pacific, “authentic leadership encourages individuals to investigate their pasts, identify key defining moments in their lives that helped shape who they are and use these as springboards to identify their individual, authentic leadership purposes.” 2. They set aside their egos Bill George, Harvard Business School professor and author of Authentic Leadership, says that one key factor that differentiates authentic leaders is that they genuinely desire to serve others through their leadership, and this involves setting aside their egos. Instead of doing everything themselves, authentic leaders empower their peers. Instead of controlling every action, they trust others to get the job done. This is not only limited to serving clients and colleagues. It also transcends the workplace to include activities that encompass corporate social responsibility (CRS) such as pro-bono, philanthropic and nonprofit work. 3. They are prepared to walk alone Following what others say and taking the path of least resistance is easy. However, this does not necessarily mean that it will be most beneficial to the individual nor the collective. While authentic leaders do not necessarily create conflict on purpose, they are willing to diverge from conventional thought and walk their own path if they need to. They will shy away from passive-aggressive or cliquish behaviour that divides and creates tension. There’s no doubt that flying in the face of convention is daunting, however being authentic involves being different, and “taking the lead,” even when there is strong opposition. This is an integral part of being a “leader.” 4. They build genuine relationships There are many working relationships which only exist because of a hidden agenda or ulterior motive. This however, impedes the creation of genuine, trustworthy relationships. How often do you hear this expression of resignation from en employee at the ‘ground’ level, who handles operations at the factory or retail store, “Oh, what’s there to do? The management says so.” Instead of dealing in transactional relationships, authentic leaders develop sincere connections within their team which are grounded in trust and respect. You may be a corporate leader, but that doesn’t mean that you shouldn’t be interacting and building relationships with employees who work outside of the office. This approach has served , senior vice president of applications at Oracle Asia-Pacific, well, helping her become the first female to win the SCS IT Leader of the Year. “People can see through you if you’re not authentic and if you are authentic, people can also feel that. To me, that’s the way I gain trust with the people I work with, whether they’re peers or part of my team.” 6. They inspire others to be authentic leaders too Authentic leaders do not try to impress or “get” anything from those around them, nor do they see them as threats. Rather, they want to see them flourish as this is not only beneficial to the individual, but also an integral part of creating a winning team. They give due credit and acknowledge how every individual contributes to the success of the team. And by doing so, they are inspiring others to put their best foot forward and engage meaningfully. For more pointers on how to develop your leadership skills, put your SkillsFuture credits to use and check out Develop Self powered by John Maxwell.

What Introverts Need To Know To Become Great Leaders

If you’ve ever thought that “introvert” and “leader” were two diametrically opposite words, then take a look at the likes of Bill Gates, Mark Zuckerberg and Mahatma Ghandi. Each and every one of these influential figures were introverted leaders – and you can be one too! According to Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking, introverts make great leaders because they tend to “think before they act, digest information thoroughly and stay on task longer, give up less easily and work more accurately.” So if you are an introvert with aspirations to lead, then yes, it is possible for you to become a great leader. Here’s what you need to know. 1. Both introverts AND extroverts can be great leaders Although the overall perception of introverts has improved in recent years, it is still easy to fall into the trap of thinking that only extroverts can make great leaders. In truth, both personality types can flourish depending on the individual and circumstances surrounding them. If one environment calls for someone who can thoroughly plan and work independently, then an introvert may possess more appropriate leadership qualities. However, if the environment is constantly changing and requires high amounts of interaction, an extrovert may be better suited. Rather than viewing leadership as something that lies in the domain of one personality type over the other, see that everyone has the ability to lead in their own way, then set about cultivating your own leadership style. 2. Silence is power In a noisy world, one of the most powerful traits that one can have is to reside in silence. And fortunately for introverts, silence comes naturally! In clinical psychologist, Laurie Helgoe’s Introvert Power: Why Your Inner Life Is Your Hidden Strength, she proposes that introverts have an internal power to birth fully formed ideas, insights and solutions. Thus, although an introvert may seem untalkative during a meeting, their minds could very much be at work solving the problem at hand. It might sound simple, but this habit of thinking before talking is a frequently overlooked leadership skill. So if you are an introvert, use your tendency towards silence to your advantage. Use it to replenish your energy reserves and to give yourself the mind space to find the most effective course of action before proposing a solution. As the introverted leader Mahatma Gandhi once said, “in a gentle way, you can shake the world.” Silence may be gentle, but within silence there is power. 3. Relationships are about quality over quantity Although an introverted leader may not have the infectious charm of their extroverted counterparts, nor will they always come home with a pocket full of new business cards, they do hold an upper hand when it comes to the quality of their relationships. Given that introverts are generally great listeners, they are much more capable of developing deeper more meaningful relationships. By listening and empathising to those around you rather than asserting your own views, you will be able to uncover deep talking points and create a solid foundation of trust. This is especially important when moving into higher leadership roles where it is imperative to win over key decision makers. 4. Extroverts are your friends While we often separate leaders into being either introverts or extroverts, it is when they come together that mountains are moved. History is scattered with powerful introvert-extrovert duos including the likes of Steve Wozniak and Steve Jobs, Sheryl Sandberg and Mark Zuckerberg, and Paul McCartney and John Lennon. These synergies don’t just happen though. According to Jennifer B. Kahnweiler PhD, the author of The Genius of Opposites: How Introverts and Extroverts Achieve Extraordinary Results Together, the key is to “remember that these relationships are most successful when opposites stop focusing on their differences and use approaches that move them toward results.” If you’re an introverted leader, stop viewing extroverts as different and start viewing them as people who possess complementary leadership skills. 5. Find your own way to communicate While it may be tempting to emulate extroverted qualities, trying to communicate like someone else will only drain you. If you enjoy public speaking, do not feel pressured to mingle with everyone afterwards. Introverts generally prefer directing their attention inwards and find alone time to replenish their energy reserves, thus activities such as small talk will only deviate you from what feels natural. If public speaking is not your forte, let your fingers do the talking so that you can take time to yourself to articulate what you want to say. This could take the form of company-wide memos or even a blog so that people can get an idea of what’s going on within your mind. In conclusion, find a form of communication that works with you and stick to it! If you’d like to nurture your skills to become a great introverted leader, put your SkillsFuture credits to use and pursue leadership skills courses such as Attaining Personal Empowerment and Maximizing People Capital.

6 Effective Leadership Styles That Great Bosses Use

Whether you are managing a single intern or an army of employees, your leadership style will directly influence how effective both you and those around you will be. Although everyone has a go-to leadership style that they naturally fall back on, it is the great bosses who are able to familiarise themselves with the wide spectrum of styles that are available and then utilise those that are most appropriate for the people and situation at hand. Here are 6 leadership styles that great bosses keep in their toolbox and you should too! 1. The Coach A coach views each of their team members in the same way that a sports coach views each of their players – as individuals who play a unique and extremely vital role in the team. The coach’s main goal is to work through their players by nurturing them and placing them in positions that they can flourish, while bringing the team together to work as a cohesive and effective unit. Because of the experience that coaches generally have from operating on the ground level, they possess the ability to empathise with their team and offer guidance as necessary. The main challenge for coaches is the difficulty in striking a balance between the macro (getting the best out of the team as a collective) and the micro (getting the best out of the player as an individual). 2. The Oracle An oracle is a leader who has a vast amount of knowledge and experience in a certain field, or at the very least, much more than those whom they lead. Whether it is at a team, company or industry level, oracles are often perceived as thought leaders. Given the depth of knowledge that they possess, their peers are naturally drawn to them to provide solutions to the most pressing problems. Although powerful, the oracle leadership style should be used sparingly as its overuse can undermine one’s own authority by positioning themselves as a know-it-all. This can be avoided by viewing the sharing of knowledge and experience as for the benefit of others and solving the problem at hand, rather than to reinforce one’s own position. 3. The Researcher In stark contrast to the oracle, the researcher does not hold onto the responsibility of providing answers. Instead, they leverage upon the knowledge and experience of those around them. By asking probing questions, they dive into the team’s collective mind to tackle problems and come up with new solutions. Researchers must be able to construct insightful questions, identify patterns, improvise as the conversation develops, and be effective listeners in such a way that they create an environment of inclusiveness. The researcher leadership style can be unfruitful however if team members are too inexperienced or do not feel comfortable enough to share their ideas. 4. The General The general is very much akin to a war general who overlooks the entire battlefield. They know exactly what they want and communicate it clearly to all. Because of their direct approach, there is no confusion about what needs to be done, why and to what standard. Everyone knows where they sit and what they have to do. The general leadership style is especially effective in situations where a high level of order and efficiency is required. To balance out this leadership style, great bosses need to create feedback loops with those around them and develop empathy for their peers. 5. The Inspirer Inspirers are experts at making people feel good and motivating them to act through a vision. Instead of being content with how things are, they strive to move everyone to create a better future. Although inspirational leadership is highly sought after, especially when a team lacks belief and is stuck in a rut of conventional thinking, there must be a balance between dreaming up a better future and dealing with reality. Use inspiration to inject a spark of positivity, then come back down to Earth to work out tactical solutions and actually get things done. 6. The Example Similar to the old saying that goes, “treat others as you would like to be treated,” great bosses take on the maxim of “work as you would like others to work.” By leading by example, bosses use their own work ethic to motivate their peers and set the standard of what is expected of others. Although this can inspire people to think in new ways and push themselves beyond their current capabilities, one of the major pitfalls of this leadership style is that bosses may formulate wildly unrealistic expectations of what others can actually do causing them to be disgruntled or even burnt out. Everyone is at a different stage of development in their career, so great bosses must acknowledge their team’s limits and manage their expectations appropriately. Want to learn more about how you can develop your leadership style? Get up to 90% subsidies for SkillsFuture-accredited leadership courses, including the John Maxwell Leadership Workshop Series and  WSQ Programmes powered by John Maxwell.