From dealing with HR challenges to generating bold ideas, today’s business leaders must be nimble, innovative and responsive to stay competitive.
Metagnosis change management consultant Belinda Spear works with companies ranging from utilities to retail.
She cites that “technology, desire for greater efficiency and new government policies are change drivers which require strong, credible leaders to engage people for success.”
While change is uncertain, it can be a good thing. BCGI Benefits president Brian Cole has leveraged a more robust technology trend to bring added value to his customers.
He’s broken new ground in the health and dental insurance industry to offer small businesses alternative solutions not normally available through traditional insurers.
“I look for ways to manage costs effectively, see beyond the system and return those benefits to my customers,” Cole said.
“It goes against what’s generally accepted in the Canadian marketplace. When you innovate, you’re standing alone or among very few. Eventually, people start to follow.”
Cole, a Rotary Club president and community advocate, said to lead people, you need to listen, care and find out what’s important to them.
Recently asked to train 550 Rotary elects for leadership roles from as far away as Russia, Cole said that the key is to have people see the value they bring to the table.
Invictus owner Brad Caton makes it his business to know people’s values. He’s developed a Master Maintenance mentorship program for his property maintenance company to turn his talent into budding entrepreneurs.
“Change happens, but society has been built on entrepreneurs. Why wouldn’t we want to teach our people how to fish, instead of feeding them for one day?” Caton asked. “I want people to feel like they can grow as individuals, not only employees.”
His company’s core values model is a vortex of practical, inspiring leadership tools, including the challenge “to embrace the opportunity to become a life enhancer.” He asks every interviewee, “What’s your big dream?
“You have to have a big dream. Anyone who doesn’t will have a tough time leading someone. You have to see the big picture and work on it, write it down, speak it, and remind yourself daily. Leaders use their skills, thinking and speaking to their advantage,” Caton said.
When he met leadership development consultant Ricardo Manmohan of Your Next Wave, Caton knew he had found his company’s business coach.
A graduate of the Royal Roads University executive coaching program with extensive experience as a military reserve officer, Manmohan facilitates management coaching programs and trains leaders one-on-one.
“Organizations today have managers, but they need leaders,” Manmohan said. “Management is a reproducible science that you move from one business to another, but leadership is the art behind that. It’s the ability to empower and motivate your people to achieve the goals that you set out.”
Manmohan believes that as a good leader, you don’t need to know everything, but you do need to know how to use your team most effectively.
“Once you know the skills, attributes and knowledge of your team, you can leverage each of them effectively. It’s not positional. You can influence and lead from wherever you stand.”
He added that a leader’s vision sometimes means helping others through the dark. “That’s where real leadership comes in. You can see the potential, because you have the vision. Your people may not.”
Vision is a subject that Home Force general manager Ray Szabada can speak to. He sees it as a pendulum that goes to market and returns with feedback, a balance needing to be continuously adjusted to meet objectives.
Szabada’s vision of leadership extends from in-house to his customers. His goal is to empower community members with critical information in the highly unregulated home renovations industry where estimates can be dodgy, and all-too-common construction disasters occur.
“I encourage my team to approach each project as a partnership,” he said. “We’re as much a stakeholder as our customers. We’re not about hard sell and a lot of pressure tactics.
“We’re building relationships, bringing value to the client, and delivering peace of mind. To me, that’s what leadership is, being responsible and credible.” •
The Coach Approach
Five leadership tips to put into practice
Know your objective
If you don’t know your direction, how do you set your compass then risk moving forward?
“A ship in the harbour is safe, but it’s not what ships are built for.” –Shi Shedo
Lead by example
Do the things you expect your people to do. Take responsibility. Ask yourself how you contribute to a situation. How can you change your perception?
Assume your people have the solution
Helping your leaders find the answer that works for them empowers them to do it again, and creates buy-in because it’s their solution.
Allow them to lead
We all approach things differently and come up with alternate solutions. There’s tremendous value in stepping back and letting your people shine.
Be replaceable
Let go of your need to be needed. Train your people to think for themselves. It’s an empowering place. Trust that they’re giving their best.
