{"id":36813,"date":"2020-06-01T18:19:30","date_gmt":"2020-06-02T01:19:30","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=36813"},"modified":"2020-06-14T11:15:38","modified_gmt":"2020-06-14T18:15:38","slug":"13-components-of-an-effective-leadership-philosophy","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/education\/13-components-of-an-effective-leadership-philosophy\/","title":{"rendered":"13 Components of an Effective Leadership Philosophy"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”section” _builder_version=”4.4.6″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2014\/09\/leadership.conductor.prescott.jpg” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off”][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_divider show_divider=”off” disabled_on=”on|on|off” _builder_version=”3.23.4″ height=”200px”][\/et_pb_divider][et_pb_text _builder_version=”4.4.6″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” header_font=”||||||||” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”800px” custom_margin=”0px||3px|” custom_padding=”||0px|||” text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\n

13 Components of an Effective Leadership Philosophy<\/strong><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”3.22″ custom_padding=”25.3125px|0px|0|0px|false|false” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=””][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2018\/04\/ShelleyR.jpg” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”3.23″ animation=”off” sticky=”on”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”3.27.4″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|”]SHELLEY ROW<\/a><\/span>
\n[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”3.27.4″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|”]Named by Inc. as one of the top 100 leadership speakers, Shelley Row, P.E., is an engineer and former government and association executive. Shelley\u2019s leadership work focuses on developing insightful leaders who can see beyond the data.
\n[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.4.6″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\n

As a leader (and most people are leaders in one way or another) you lead by a set of principles that you may not have thought through intentionally.\u00a0 collectively these principles form your leadership philosophy.\u00a0 That philosophy guides you every day and is shaped by the good and bad examples you experienced, the books you read, and the resources you consult.\u00a0 Here are some key considerations for establishing your leadership philosophy.\u00a0 Without them, your work can suffer from indecision, wishy-washy communication, and drift.<\/span>\u00a0<\/span><\/p>\n

Model the behavior you want from your team.<\/span><\/strong><\/p>\n

A leader that doesn\u2019t \u201cwalk the talk\u201d loses respect quickly. But one that sets an example cements the vision of the organization with concrete inspiration to follow.<\/span>\u00a0<\/span><\/p>\n

Set your strategy wisely.<\/span><\/strong><\/p>\n

It\u2019s not enough to have a vision. You have to know the three to five critical success factors needed to achieve the vision.\u00a0 Strategy flows from these critical success factors.<\/span>\u00a0<\/span><\/p>\n

For example, when I ran a research program for the US Department of Transportation, our critical success factors were: money (funding from Congress); staff; engaged community (organizations and people with whom we interacted); and impactful projects with a clear federal role. What are your critical success factors? Do your strategy and activities flow directly from the vision?<\/span>\u00a0<\/span><\/p>\n

Craft feasible budgets.<\/span><\/strong><\/p>\n

Can you see your strategic priorities in your budget? If not, you don\u2019t have an achievable, sustainable strategy and you\u2019re sending mixed messages.<\/span>\u00a0<\/span><\/p>\n

Communicate, communicate, communicate. <\/span><\/strong><\/p>\n

You must be an artful and constant communicator outside the organization, across the organization, and to staff. Tone matters, as does appropriate transparency. A mentor taught me that your message is only beginning to get through when you are exhausted communicating it.<\/span>\u00a0<\/span><\/p>\n

Establish a meaningful culture.<\/span><\/strong><\/p>\n

What\u2019s the feel of your organization and culture? Do people feel good about their contribution? Is there fun at work? Is there humanness and caring at work?<\/span>\u00a0<\/span><\/p>\n

Treat others well. <\/span><\/strong><\/p>\n

A barometer of your leadership is how you treat service staff such as janitorial and maintenance crew, cashiers, and wait staff. Do they feel seen and valued?<\/span><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ background_color=”#f7f7f4″ min_height=”53px” custom_padding=”0||0||false|false”][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ custom_padding=”0px||0px|”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px”][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2017\/09\/leadership2.jpg” alt=”video presentation” title_text=”leadership2″ show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.4.6″ animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ background_color=”#efefe9″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2017\/06\/leadership2.jpg” title_text=”leadership2″ show_bottom_space=”off” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.4.6″ animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.4.6″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone”]<\/p>\n

As a leader (and most people are leaders in one way or another) you lead by a set of principles that you may not have thought through intentionally.\u00a0<\/p>\n

[\/et_pb_text][et_pb_text _builder_version=”4.4.2″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet”]SHELLEY ROW
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0||0px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.4.6″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”60px||0px|” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\n

Provide immediate, constructive feedback. <\/span><\/strong><\/p>\n

I\u2019m astonished by the number of staff who have no feedback about their performance. One person said, \u201cI have no idea how I\u2019m doing.\u201d There\u2019s no reason for that. Research shows that the best motivator is immediate, informal feedback on performance or behavior. Give specific, useful feedback in as close to real-time as is feasible. Specific<\/em> is key.<\/span>\u00a0<\/span><\/p>\n

Have high expectations. <\/span><\/strong><\/p>\n

Expect top-quality performance of yourself and staff (this doesn\u2019t equate to long hours). Don\u2019t tolerate consistently poor performance. Even as a government leader, I terminated employment when necessary (it can be done in government but it\u2019s not easy). When discussing the termination of staff on a panel of leaders, I was asked, \u201cAren\u2019t you afraid people won\u2019t want to work for you?\u201d My response, \u201cYou\u2019re right. The poor performers don\u2019t want to work here, but top performers do.\u201d<\/span>\u00a0<\/span><\/strong><\/p>\n

Support staff in development. <\/span><\/strong><\/p>\n

Ask, \u201cHow can I support you?\u201d That may shock your staff, but ask them what can you do to support their professional development and their current work.<\/span>\u00a0<\/span><\/p>\n

Notice and acknowledge desired behavior.<\/span><\/strong><\/p>\n

Visibly and vocally express thanks for behavior that carries out the vision.<\/span>\u00a0<\/span><\/strong><\/p>\n

Take time to think. <\/span><\/strong><\/p>\n

Some of the most visionary, compelling leaders I worked with made time to think and reflect. I call it taking a brain break. How do you take a brain break and ensure that you have that thoughtful time? Being busy is not the same as being important.<\/span>\u00a0<\/span><\/strong><\/p>\n

Be focused. <\/span><\/strong><\/p>\n

As a leader, focus is key. You need clarity on the important work when the urgent work threatens to derail your attention. Prioritize ruthlessly.<\/span>\u00a0<\/strong><\/p>\n

Share control<\/span><\/strong>. <\/span><\/p>\n

You will be uncomfortable giving control to your staff over their work. But if you are clear with yourself and them about expectations, it becomes easier.<\/span>\u00a0<\/p>\n

What would you add to this list?<\/span><\/p>\n

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