A few years ago I was lucky enough to be invited to a ‘dialogic’ conference held at a small conference venue in a Château in the south of France, near the beautiful St. Paul de Vence. This was a select gathering of leaders drawn from business, the arts, religion and academia; fourteen diverse minds drawn from across the world. Who could possibly turn down such an opportunity, even if it were just for the wine, fabulous surroundings and ‘bonhomie’?
A dialogic conference is, as the name suggests, where people talk, present, ask questions and discuss. The topic for the conference was the mere small and insignificant question ‘What is Leadership’? After three days of intense discussion and fascinating rumination the group came to the interesting conclusion that it was impossible to define leadership because the concept meant different things to each individual.
To say the least, this was a little disconcerting, since I had promised to return to my organisation with an inspirational insight into leadership and here was I about to proclaim that some of the finest minds in the field had declared that it was an undefinable concept! Moreover, the discussions had been brilliant; inspirational, thoughtful and intellectually challenging, so the lack of an outcome seemed wasteful in the extreme. On the return flight I decided there must be some learning to be taken from the event. From my folder of extensive notes taken from days in cloistered reflection came the following conclusions:
- Leadership is about outcomes not behaviours. Training leaders cannot be achieved by training behaviours or developing qualities; this has been tried and discredited.
- Developing leaders, I believe, is about helping them develop a set of skills (intra-personal skills and inter-personal skills), which:
– Encourage collaboration
– Encourage the generation and execution of ideas
– Maximize the potential of people
– Maximize their own potential (including an understanding of their own limiting beliefs) - Leadership is a system that enables an organisation to achieve results beyond the ordinary. The leaders are the catalysts that make this happen.
- Good managers are not necessarily going to be leaders. Leadership should not be confused with Headship.
- Leaders will have an unequivocal source of inspiration that underpins their actions and can be drawn upon by their people.
- Most importantly, Leaders have clarity of purpose that drives them to find ways of achieving results that are out of the ordinary.
Of course, that’s not the end of it; there are always new ideas, concepts and approaches which are added ‘into the pot’. I’m tempted to suggest these points are the basis for a much broader discussion. Anybody fancy three days in the South of France?
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