The Compelling Leader

The Purposeful Leader is someone who is secure and confident in who they are, competent with a servant-heart in what they do; and acts as a catalyst to spur others into future possibilities. We continue our Purposeful Leadership Series where the Confident Leader implements, the Competent Leader influences and the Compelling Leader inspires.
 
The Oxford Dictionary uses the following words to describe compelling: - evoking interest, attention, or admiration in a powerfully irresistible way. While it is most common for people to be persuaded by position, power, and the purse (money), there are other reasons for people to be moved. I think of non-profit and non-governmental organisations and how they have a purpose and vision that compels people to give of themselves (their time and resources). Having spent some time in a non-profit myself, I’m humbled to see people of all ages willingly commit to various causes. Their desire and passion are not fuelled by what they can get, but rather how they can make a difference.
 
The Compelling Leader is influential in effecting change and shapes people toward collaboration and co-creation. They do that through three important shifts – from directing to connecting; from instructing to inspiring; and from being exclusive to being inclusive.

1.            Directing to Connecting

Most of us grew up in an environment of “being told”. When we were younger, we were told how to behave ourselves, do our school homework, perform house chores, and so on. When we grew up and started working, we were (are) told by our superiors what to do. Company policies mandate how we conduct ourselves; and the rule of law dictates acceptable behaviour and the consequences for not abiding. In short, we are conditioned to either direct or be directed. A Compelling Leader, however, does otherwise. Instead of directing, they are connecting.
 
Connecting is hard work. The effort required is incrementally more when compared to directing. The act of connecting requires great patience and perseverance. It requires one to listen and ask questions intentionally. The first half of our tagline has the word “Connecting”, and in our context, it is about helping people and organisations connect to their purpose. I can tell you (there you go!) first hand that it is hard work. Clients come to us wanting a solution and an immediate fix. At times, conversations may be (just a little) frustrating as they want to be “told” what to do. We patiently journey through the reasons and help our clients discover the “why” behind their “what”. When they do make the connection, they light up like Sirius (the brightest star in the night sky). 
 
Connecting is rewarding. When Compelling Leaders help people and organisations connect, they help them fish for themselves instead of just giving them fish. What is better than giving to the needy? To help them break the poverty cycle they are stuck in! During my non-profit days, I’ve seen volunteers spend hours helping the poor and needy understand how to manage their finances – how to plan a budget and stick to it. Often, the process is slow, but the joy of seeing people become financially independent is priceless. Connecting is rewarding because we help people discover a deep conviction that this is the right thing to do. It is what they should and want to do as much as what they can do. When these elements (want-can-should) are aligned, connecting brings a sense of renewed energy and passion.
 
Connecting is synergistic. The synergistic effects deliver zeal to overcome challenges. When implementing change, one will inevitably face numerous challenges. If you do not have synergy with others, change will be impossible. But if you do, even Mount Everest is possible! The United Nations Sustainable Development Goals (SDG) is an example of various synergies and success stories. The Basel, Rotterdam, and Stockholm conventions share a common vision for effective waste management. South Korea amended their waste management policies to ensure compliance and, more importantly, responsible waste management. Synergies of the three conventions allowed South Korea to separate, classify, and treat different types of toxic waste; reduce redundancy and inefficient policies; and create a more sustainable environment.

2.            Instructing to Inspiring

Instructing, like directing, has a telling effect. To the one giving instructions, it gives the impression of an authoritarian leadership style – one that lords over their subjects. To the one receiving, it creates a lackadaisical culture. Thus, resulting in an “I’m too lazy to think” mentality and a “just tell me what to do” culture. Neither approach is good in the long run. Instead, the Compelling Leader must inspire others to greatness.
 
The Compelling Leader inspires others by setting clear boundaries. Just as a riverbank allows the water to flow in a certain direction (without it, you will merely have a pond of liquid); boundaries help create a channel and funnelling effect where people understand the size of their sandbox. It facilitates creativity and innovation without releasing a loose canon. Google creates such a space for employees to work on projects during work hours. “We encourage employees to spend 20% of their time working on what they think will most benefit Google,” founders Sergey Brin and Larry Page wrote in their IPO letter. “This empowers them to be more creative and innovative.” One such example is the birth of an application that I (and many around the world) am using today – Gmail.
 
The Compelling Leader inspires others by communicating clear expectations. When expectations are clear, there is little energy spent on second guessing. Many set clear boundaries, but few communicate them effectively. Communicating is different from telling. Communicating engages the other party and creates a sense of buy-in and involvement. It’s a two-way street with no end. Communicating clear expectations opens up the highway to collaboration and co-creation. It reduces and removes unnecessary speed bumps and potholes to ensure a smoother ride. 
 
The Compelling Leader inspires others by being an example. Being an example is far from being perfect. Being an example means being an authentic leader who values people and seeks to add value to them. This includes owning up to mistakes and making apologies when needed, and not being fearful or pandering to actions to merely please certain stakeholder groups. By being an example, people are inspired that the leader is not too different from them. When the leader walks the talk and talks the walk, people get a taste of what true leadership is all about – and that is inspiring!  

Related: The Key to Empowering Your Team

Somchai is the principal of Nampeung Primary School, – situated about 100 kilometres from Bangkok. He is an inspiration to teachers, students, and parents alike. As an authentic leader, Principal Somchai is known to engage various stakeholders and model the behaviours he wishes to see. According to Teacher Somkiat, “(Principal) Somchai cares about teachers and students. He always consults with teachers and talks to students. He is very approachable for students, which was not typical of our other principals. He invites parents to school for special activities and sits and talks with them as partners. Sometimes he visits their homes with teachers to see how they (students) are doing.” Another colleague, Somsri, says, “During the school evaluation period, he didn’t just give orders for others to do the extra work. He took on more work too. It shows that we [teachers] are not alone. Everybody sweats together for the school, for the kids.” Such is the impact of an inspiring leader.

3.            Exclusive to Inclusive

Ryan Binghman (played by George Clooney) in the movie, Up in the Air, is one of the few who have arrived at 10 million frequent flyer miles. Bingham achieved elite status on his flight from Chicago to Omaha. The crew celebrated, and the pilot of the flight sat next to him and congratulated him. I must admit, I wondered what it would be like to be part of that exclusive club! The world we live in today is somewhat confused – on the one hand, it seeks to create exclusivity (like the 10 million frequent flyer mile club); on the other hand, the cries of inclusivity are becoming louder and louder. While the context may differ, the Compelling Leader seeks to draw in as many as possible, – especially when effecting change.
 
The Compelling Leader understands inclusivity is an invitation. It is an invitation to endless possibilities. One of the biggest challenges leaders face is surrounding themselves with people who are like them. Do that long enough, and you’ll end up having a “yes man” around you, – which is the start of the slippery slope downhill. Being inclusive is (though not necessarily all the time) messy and troublesome. But the cost of not being inclusive is much more of a concern. Dictatorial style leadership where power and influence are centred on a person brings more harm than good. The world has seen its fair share of such leaders in both for-profit and nonprofit circles. 
 
The Compelling Leader sees inclusivity as an opportunity to integrate. They use the invitation to draw on experiences and good practices while integrating them to form a compelling case. In our earlier example, we see how Principal Somchai regularly consults teachers, students and parents to gain their perspective on what’s best for the kids and the school. Rather than it coming from one person, Compelling Leaders create a community of believers before embarking on a new venture. They do this by integrating the old and the new, the young and the old, the past and the present – so that together, everyone is focused on moving forward and thereby creating a sustainable future.
 
The Compelling Leader realises that inclusivity initiates. Inclusivity can initiate conversations and interactions, which lead to collaboration and co-creation. It creates an environment where people are comfortable having varying viewpoints. At P&G, they call this “nurturing disagreement” because it presents an opportunity to listen to the voices of employees. “Listening to people, understanding and solving problems collectively, taking advantage of all the diverse experience – this is what makes an inclusive leader successful,” says P&G CEO and Chairman, Geraldine Huse. This initiation promotes ownership. And with ownership comes the multiplier effect of change.

Read About Speak-Up Culture: How to Encourage More (and Better) Ideas

Today, I believe that compelling leader is lacking in every organisation, industry, and continent of the world. Having said that, I am greatly encouraged to hear more and more stories of leaders connecting, inspiring and being inclusive. If at all, the trends are indicative of an emerging generation of compelling leaders around the world.
 
Be the Compelling Leader!

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