Leadership Without Silver Bullets
A Guide to Exercising Leadership
by
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Chapter 1 - Introduction Follow the Leader At a very early age, I learned that the leader was the person out the front, showing everyone what they needed to do and where they needed to go. Like many young children I was taught a game at primary school called follow-the-leader. I dare say you were taught this exact same game, or perhaps a slight variation (does Simon Says ring a bell?). The game basically entailed a designated leader positioned out the front giving orders and demonstrating to others the required path and actions. The followers (in this case a group of rowdy five year olds) were meant to do and say exactly what the leader told us to do and say. If you didn’t comply, the consequences were severe and swift, accompanied by cries of “you’re out!” I continued to receive many messages about leadership during my formative years and later when I entered the workforce. “Leader” and “leadership” were terms used in many different ways and in many contexts, including in sport, politics, at home, community groups, the military and, of course, in organisations. As a keen new entrant to the workforce, I soon noticed that those in positions of formal authority (usually managers who were in charge of other people and resources) were bestowed the title of “leader”, usually when they managed the people and resources as expected. These same people were called excellent leaders if they were able to co-ordinate and control people and resources better than others could. I remember one executive-level manager, for example, in a government department (where I briefly worked for six months!) who was responsible for many smart professional people – yet ran the department like a school. He had devised a myriad of rigid managerial controls and supervisory tasks to make sure “no one stepped out of line”. The place was devoid of energy and enthusiasm, yet he was touted as a key leader because he (apparently) managed well, with everyone else following – just as I had also learned and experienced in my primary school days. There were also heavy expectations on leaders to know more than everyone else, particularly regarding the technical aspects of their job. And ipso facto, they were also expected to possess more answers to the problems faced in organisations. Again, managers who seemed to have more answers than others were rewarded, usually by being called a leader. This made perfect sense to me. “Isn’t that why leaders are paid more,” I thought? Not much has changed today regarding these expectations. Politics, People and the Pros My beliefs and views about leadership, similar to just about everybody else’s on the planet, continued to be influenced by the people and events around me at the time, as well as from people and events in history. In politics, Winston Churchill, known mainly for his leadership during World War II and his memorable speeches, was called a great leader by many, despite him being voted out of government as soon as the war was over. In the military, people such as Alexander the Great, known for his tactical ability, his conquests, and for spreading Greek civilisation into the East, were also touted as leaders. Leadership from this perspective was about taking charge, exercising the full force of one’s authority – and winning at all costs. I later learned about and admired Mohandas Karamchand Gandhi (better known as Mahatma Gandhi), the pre-eminent political and spiritual leader of India during the Indian independence movement. Gandhi inspired civil rights movements and freedom across the globe. Leadership through this lens was about influencing others to make a positive difference in the world. Then there were the iconic sporting heroes I idolised as a child (the “pros”). These were the men and women who seemed to achieve amazing athletic feats and were often admired for their leadership qualities. Locally, there was Sir Don Bradman, whose cricketing prowess and gentlemanly character was unsurpassed. In basketball, I loved watching Michael Jordon who seemed to have the ball on a string and knew ahead of time what was going to happen on the court. Within their own sports, they were often called “heroes” and “leaders” by many. Leadership in the sporting arena for me was about fulfilling one’s potential, pushing the limits of what is thought possible, and, above all, conquering the competition and surpassing one’s own self-imposed limits. Despite leader being used in so many different contexts, I thought I knew what effective leadership meant and what you had to do to be called a leader.
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About the Book
This book aims to inspire and ignite leadership action that makes a difference for you, your organisation and the world we live in. Its purpose is to clearly state the case for leadership and its importance to all of us at this time. At an organisational level, there is little doubt that real leadership is the ‘engine room’ of performance. In the absence of systemic, results-focused leadership, breakthrough performance and high commitment will not be achieved. To make progress on our most significant issues, we need a new paradigm of leadership that supersedes the outdated industrial age leadership paradigm and liberates us from old ways of thinking about how to manage and lead people. A new paradigm needs to guide our actions and decisions in a constructive, values-driven way. It is one that will empower each of us to take full responsibility and accountability at all levels of organisations, in government, and in the community. Importantly, a new paradigm will create an environment of high levels of commitment and learning. Leadership Without Silver Bullets: A Guide to Exercising Leadership will show you: * a fresh, honest examination of leadership today * why and how the industrial age leadership paradigm continues to dominate today and hinder performance * the type of leadership demanded for the future * an important new emerging paradigm and what you can do in your own organisation * leadership to successfully adapt What people are saying about Leadership Without Silver Bullets: “I have had the privilege of seeing the results of Phillip Ralph’s work as a leadership coach. He is outstanding. I can highly recommend this book as both practical and inspiring with valuable insights on how leadership in organisations really works.” Michael Rennie, Managing Partner McKinsey and Company, Australia and New Zealand “Engaging style, easy to read, great mix of theory and live experience. Phillip Ralph has written a practical handbook for leaders who want to dig deeper and transform themselves and their organisations. Courage required. Faint-hearted types advised to steer clear of this book.” Phil Clothier, CEO Barrett Values Centre, United Kingdom “This is not just another book claiming to deliver the secrets of leadership success. Instead, through the use of thought-provoking examples and practical ideas, Phillip shares his unique take on what defines real leaders...” Shaneen Argall, Director, Human Resources SMS Management & Technology, Melbourne, Australia Phillip Ralph is a leading consultant to CEOs and executives and he partners with organisations to achieve breakthrough, team and organisational performance. He is an author, coach, facilitator and keynote speaker. Phillip is the founder of The Leadership Sphere.
About the Author
Phillip Ralph is a leading consultant to CEOs and executives and he partners with organisations to achieve breakthrough leadership, team and organisational performance. He is an author, coach, facilitator and keynote speaker. Phillip is the founder of the consultancy firm, The Leadership Sphere. His areas of expertise are leadership development, team development and cultural transformation to enable clients to achieve their strategic goals. Phillip has twenty years experience working with a diverse number of clients in Australia and internationally. The proprietary methodology employed by TLS integrates a systems view with a whole-of-person approach, supported by a diverse range of commercial, government and senior corporate experience. Phillip’s clients are predominately ASX200 organisations (or equivalent private firms) in diverse industries including banking and finance; legal, accounting and consulting firms; industrial companies, health, as well as not-for-profits. He works with CEOs and executives as an executive coach and facilitates several innovative leadership development programs. His experience includes working with McKinsey & Co, focusing on leadership development and building relationship and consulting skills for large professional services firms. Prior to founding The Leadership Sphere, Phillip spent six years with the highly successful and innovative ANZ (Australia and New Zealand Banking Group's) cultural transformation program called Breakout, where he was the Head of Consulting and Program Delivery. Breakout has been widely acclaimed as one of the best examples of a successful cultural transformation program in the world. Phillip resides in Melbourne, Australia with his wife Kerrie and three children (13,13, and 9 years old). His hobbies include keeping fit by jogging and cycling, vicariously participating in many sports, reading, aviation and dining.