Leadership Training in UAE
Climbing the Leadership Ladder…The other side of Corporate Governance
Hawkamah 7th Conference – Dubai, UAE (Nov 24th, 2013) – By Sheikh Hussein A. Al-Banawi
To characterize Corporate Governance as simply a tool to manage corporate risk and to coin it as such, falls way short of the true essence of what Corporate Governance is all about.
Surely, the enactment of Corporate Governance helps Shareowners to achieve organizational longevity, which in turn allows our enterprises to evolve and grow even when faced with the inevitable state of change at the helm.
Many of us agree that organizational longevity is a prerequisite to a sustainable economy. However, as passionate and prudent many of our Corporate Leaders are, countless organizations are still vulnerable and are not structured to survive change of stewardship without disruption. Invariably, anytime we experience as a society the demise of a flourishing business just because good Governance was not an integral part of its structure… We all lose.
Hence, the pursuit of enacting good governance as a pillar to an organization’s decision making process and modus operandi makes the case more compelling that Corporate Governance is first and foremost about effective leadership, and risk management is just one component of it.
Any present time leader aspiring to new highs on a personal or professional level, should look at instituting Corporate Governance as his or her ticket to be a better leader, a more effective leader. How???
Anyone who is in a leadership role, is faced with a choice; either keep doing what we do best exercising our authority and applying our leadership skills in one’s familiar organization, or embark on a mission to better prepare one’s organization for the future.
The goal is to create a work environment that even though we would not be the know it all, do it all, center of attention any more, as is in the first choice and yes, our authority won’t be as central or definitive anymore; however, an organization with Corporate Governance as part and parcel of its decision making structure with checks and balance, will make today’s leaders far better tomorrow.
Corporate Governance will provide the leader at the helm and executives within the senior ranks the ability to recognize the inner play of consensus building and the power of improved communication to sell a vision, a strategy, an opportunity, or a new course of action. Your leadership skills will be honed and tested as you work with a board of directors that establishes oversight and holds senior management accountable. And let’s not forget the personal learning we gain from bridging team differences, or the insight we acquire from reaching smart compromises. All of that and more while listening and recognizing others points of views dissimilar from our own.
Every accomplished leader can tell you plenty about the merit of having early on to apply their leadership skills in a work environment, where they had to work hard to negotiate with internal and external stakeholders, as a way to achieve and excel.
Taking others for granted and not appreciating that we cannot do what we aim to do without regard to internal corporate dynamics will not develop better leaders. I would go further and argue that we would grow to be less effective in a changed environment, because we will not be able to effectively cope with the ever increasing complexities of the corporate world of tomorrow.
An entity with Corporate Governance as central to its decision making structure is our ticket to leadership development; otherwise we risk maintaining our leadership skills at status-quo, and eventually with diminishing returns.
Obviously, we need to adjust to the fact that our authority and power will be scrutinized and placed in check, but that does not mean it is contained or put to question.
Effective leaders thrive in a work environment, where they have to navigate the unpredictable terrain towards achieving their goals and their abilities are enhanced as they manage diverse constituents.
So next time someone tries to sell you Corporate Governance as a tool for risk management, remember that not having Corporate Governance in our countless organizations presents an undefined risk to our credibility as corporate leaders and even a greater risk to the long term survival of our various organizations.
Start by putting together a proper board of directors, don’t pick friends for the sake of familiarity at the expense of expertise and wisdom, don’t make it a club, pick a board with diverse backgrounds and impeccable integrity. They have to be interested to join the company and are professionals in their own spheres. Start the transformational journey of instituting good Corporate Governance working hand in hand with your board. Don’t be afraid to discuss your innermost worries with the board; the biggest thing you have to worry about is what you don’t tell the board, not what you tell them.
Engage trusted lieutenants in the organization, who wholeheartedly subscribe to Corporate Governance as a living concept. Keeping in mind that there are always few team members, who prefer to work in an environment where Corporate Governance is not enacted; those have to be identified as their agenda might not align with the company’s agenda towards transformation.
Keep front and central as you go through the process of defining the right governance structure for your company, that every time you engage in the process of negotiating the relevant policies and principles that it is less about you and more about your organization. Aim to set up a structure that will enable the organization to manage three key objectives:
First, succession at the top; Second, the quality and consistency of decision making; and Third, the checks and balance in the decision making process.
Indeed, we should tick the boxes on all of the above without compromising speed and response time in a highly competitive world.
That should be the aim as you engage in this building block exercise with far reaching ramifications think more about the organization’s longevity, and less about your present time status and to what degree your authority will change. We need to agree to a certain given from the beginning; that the organization’s long-term survival should be our primary goal.
We should not expose the company to the risk of rolling a dice, day in day out, when it comes to transition at the helm, and decision making. Gambling with a company’s future for the sake of just managing for the present is a bad trade off.
I will close with this, the practice of good Corporate Governance starts with the right mindset, and ends with rigorous execution.
Seven Things A Leader Should Always Avoid
Being a leader isn’t easy. You have to be informed and motivated simultaneously, while handling other people to get the outcomes you want. An excellent leader is not the one who doesn’t make any mistakes. He is the one who learns and understands from them. Some of these mistakes may be obvious; some may be a bit more uncertain. But they are crucial and should be avoided at all times. Here is a list of such often mistakes that should be avoided to achieve successful leadership.
• Ignoring the Individual, Concentrating on Processes
The organization is recognized by its employees. If you have the dedication and commitment of your employees, you have gone a long way to being an efficient leader. Many leaders make the mistake of placing the procedure over and above their team, with dreadful outcomes.
• Ignoring the Problems of Team Members
All the team members will not get along well with each other. That’s just how it is. However, not considering the tiffs and broken connections between team members– expecting they will “work it out” or the problem will “go away with time” generally results in a collapse which disturbs the team dynamics.
• Egotism and Overconfidence
It is one of the old saying that ““Pride goes before destruction”. The pitfall of many leaders is that their initial success begins to inflate their egos. Never ignore your origins, do not think you are invincible or perfect, and don’t put yourself above anything or anyone.
• Never Act like a Dictator
Remember that you are a leader of your team members and not the boss of your company. The moment you start acting like some kind of excellent leader and ruling over your members, you can bid your success goodbye.
• Unwilling to Adjust to Change
Change is inevitable. It will always be there and it will always occur. You must first be willing to agree that the things will always change and you must be willing to make the best out of it. If you can do or do it with consistency and positive mindset, then you’re on your way to becoming a top-notch leader.
• Never Say It Cannot Be Done
Getting things done, actually, is one of the most important things a leader must do. They especially never tell that a concept is difficult. Instead, they discuss how to get it done. Whatever the challenges, a leader always knows that there is a way out, under, or around almost every hurdle. And they know that hope and trust are more powerful than cynicism.
• Blame Others for Outcomes
There is another famous saying that excellent leaders look “in the mirror” when things go incorrect and “out the window” applauding others when things go right. In reality, when things are wrong, it is the leader who is accountable for the achievements of his team. Having people responsible for their expertise is important; accusing them for mistakes or issues is a non-starter.
If you want to enhance your leadership capabilities, then try to prevent the mistakes which act as challenges in the path of success. Have an emotional attachment with your people so that you can be more conscious about your team and their needs. Once you are a leader, your team should always come first – this is, at the center of, what excellent leadership is all about!
What is Authentic Leadership?
Real leaders are true to their principals, willing to admit mistakes and accept responsibility and capable of emerging whole and sound when tested. Authenticity is a particular signature of real leaders – a connecting thread that makes every step in their life journey into a unified whole. It brings all the other qualities of leaders together in a satisfying combination, just as a special spice or a distinct herb can create harmony among the various ingredients that give a meal a memorable flavour. Authentic leaders are able to connect with others so the other are eager to embrace the message and vision.
When we think of leaders who have inspired millions to join great causes, we usually think of men and women of deep authenticity – leaders like Mahatma Gandhi, with his profound personal commitment to Indian independence and non-violent resistance; Nelson Mandela, who sacrificed 27 years in prison before seeing his vision of a free, multiracial South Africa realised; and Saudi Arabia’s King Faisal, who in the sixties selflessly championed the early modernization of the Kingdom.
When I interview job candidates, I like to ask, “Tell me your life story. Explain how one experience led you to the next and what it all means.’ I am often surprised by the number of candidates who are unable to explain how the various things they have done fit together; sometimes they are unwillingly to acknowledge mistakes or to take responsibility for their choices.
By contrast, true leaders welcome having their decisions scrutinised and tested. They understand that a failure of decision is not necessarily a failure of character, and that every mistake is an opportunity to learn and grow. This understanding, too, is an aspect of the authenticity that is a hallmark of the leader.
Authenticity is closely intertwined with integrity and ethics. People who are authentic are unafraid to reveal their true selves – and this can be the case only when they feel sure that they have done what is right according to their best lights, rather than fudging the truth, cutting moral corners or taking advantage of ambiguity to benefit themselves at the expense of others. We often describe people of integrity by saying ‘They have nothing to hide’. And the expression highlights the transparency that goes with integrity and depends upon it.
Until our next blog where I will speak on ‘nurturing’, please be assured that I welcome your comments and discussions.
The Unknown Leader – Best Leadership Training & Development Books in UAE, Saudi Arabia. Find more information to https://theunknownleader.com
Regards
Hussein A.Al-Banawi
Author, The Unknown Leader