The Leadership Challenge Middle East

Graham
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From the globally recognized leadership development program - this podcast has a focus on the Middle East but the conversations are applicable everywhere.

  1. Jun 11

    Do You Trust YOUR Leader ?

    Do You Trust YOUR Leader ?  “Trust him ? Depends what day of the week it is.” “Depends what he wants me to do for him. “ Does he trust you? “Same answers. ” The term ‘engagement’ is often used as the measure of behavioral commitment in teams - highly engaged equals highly productive. Their number of factors individuals behaviors that combined to make a measurement or assessment of engagement. Trust between members of the team and the leader is a critical element. Leadership is a relationship and the glue in any relationship, being in the workplace or outside is trust. In The Leadership Challenge by Jim Kouzes and Barry Posner, Jim Kouzes says : Trust trumps everything.  The term “He’s got my back” or variations on that, I somewhat cliché, but in reality it means trust is embedded in the relationship. And when trust is in place, there are no shades of trust. “I know I can trust him. “is regarded as absolute. When a leader says, “I’ve asked this staff member to complete this important task and I know he’ll do it well and on time” there is no questioning that this won’t be achieved. Even if the word isn’t used, the belief that “I trust him” is implicit. Performance moves to another level when all the relationships in a team built on trust trust. Engagement is strengthened with all team members knowing that with trust comes support if it’s needed. Of course, trust is built by actions and the response to those actions which occur over period of time. Brake trust – and you’re done. Second chances don’t come easily. Repairing bruised or broken trust is never easy - “I’m sorry, I didn’t mean it” doesn’t cut it.  Sometimes trust can never be regained. Even though it is built by a series of often small actions, once broken those small trust building reactions have lost their credibility. And of course, trust goes both ways. When this exists, all team members will likely know that potential outcomes for the team have a multiplier effect, in terms of results. Everyone knows that what they individually do to build and validate the trust, provides them with an environment where they are supported totally. In The Five Practices of Exemplary Leaders in The Leadership Challenge, each Practice helps build or reinforce trust. Two examples: in Model the Way leaders ‘live their values.’ What trust can I have in you if you don’t live your values, say, of integrity, of honesty, of teamwork. It is called Model the Way - the FIRST Practice - for a reason.   The Third Practice - Enable Others to Act - how will you feel if I, as your leader, give you an opportunity to perform in an area which you thought was challenging, beyond you even. You will likely feel not only does my manager believe I can do this, but he trusts me to achieve the outcome. Maybe trust isn’t the glue in the relationship: let’s call it the ‘Super Glue’.

    29 min

  2. Jun 11

    Leaders Navigating Through External Conflict

    We’ve all experienced some form of conflict in the workplace. We know that not all conflict is negative. Conflict is simply the coming together of divergent viewpoints where those involved ideally express their points of view openly. In this process, it can lead to a greater understanding of that different point of view and even an acceptance of validity of the ideas being expressed. This is healthy. And usually each side of the discussion, retains respect for the other. But there can be a much more serious conflict which can arise when dealing with another department or indeed, an external organization.  A million dollar contract could be in jeopardy. . Seeking shelter from the impending storm, diverting all incoming phone calls to a phone you know won’t be answered and even hiding under the desk will only antagonize the person who’s leading the conflict from the other side. Remember, “leadership is a relationship.”?  And yes, you are a leader. And what about the person who’s leading your team or your division? He, or she, understands the importance of the relationship that they have with all those they are leading. Once you realize that you have a potential conflict brewing that could have significant consequences for the organization, not only the team, it’s time for you to engage the relationship you have with your leader.  Trust, honesty, openness are key attributes, which should’ve been built between you and your leader. Imagine that you are the one approached regarding a significant, and developing, conflict. Depending on the complexity, and even the seriousness of the conflict, here is an opportunity for you to gather all the team, explain what you understand of the conflict. Then, with their input, write the key elements of the conflict on your favorite flip chart.  As the exemplary leader that you are, you will know that there is a good chance that you don’t have the solution, but that when you enable each of your team members to express their views, to contribute their input into what might otherwise have been a complex situation, amazing things can happen. As the exemplary leader that you are, you will know that you don’t have all the answers. Now it’s time to initiate the conversation with “the other party“.  So what has the leader really done? He or she has facilitated a discussion with the team, underpinned by the values of integrity, honesty, openness. We call this, of course Model The Way. (The Leadership Challenge - First Practice of Exemplary Leadership.) The leader has also encouraged the team and individuals in the team to challenge conventional thinking about the issue at the core of the conflict. This is The Third Practice. And throughout the discussion, the leader is reminding them of his belief that they most likely have the answers. The Fourth Practice - Encourage the Heart. Conflict solved -.by the team.

    33 min

  3. Jun 1

    Leadership and POWER

    When we use the word power – in the context of interpersonal relationships – we often assume that one party is exerting power, and some sort of control over others. In the workplace environment, we could assume that managers exert power over team members. This is clear in the directive relationship that managers believe is the best way to get things done. In simple terms, this may be the old description of “my way or the highway.” It’s also embedded in the ‘fear and power’ style of leadership.  Behind the implied or even exerted power is retribution or consequences for not doing what was directed to do. This form of power is insidious. It is, for some employees, the norm and their behavior responds accordingly. Leadership behavior builds power antithetically. The power from exemplary leaders comes from the positive actions and behaviors he or she shows. By living their values daily and consistently, trust becomes a binding factor in their relationships.  When the leader regularly talks about their shared vision, the team members know that what they do contributes to the realization that. Managers - and especially micromanaging strategies - disempower.  Leaders empower.  This might seem analogous but when a leader ‘gives his power away’, when he or she empowers others, power is returned.  How so? When the leader enables, when he passes on his confidence in the team member, typically the team member WANTS to do his or her best. The motivation to get the best result not only feeds their satisfaction at ‘a job well done’ but feeds the expectation that other opportunities will be given. So the leader has power in his relationship with his direct reports. We could call this ‘positive power’.

    33 min

  4. Mar 26

    Exploding the Leadership Myth

    There are several leadership myths.  One of them is  'leadership is hard'. Another that it is tired to the position or rank that you have. But the one above all, that still exists today is that you have to be born to be a leader. You have to be born to be an accountant, school teacher, mechanic and even cryptocurrency billionaire. In my workshop, I will say to participants that I’m yet to hear of the midwife or OB/GYN, when they deliver a baby, exclaim “Well, it looks like we’ve got one here, that’s the third leader this week. Yup, he’s a leader.” Jim Kouzes has said, loud and clear - since the first edition of The Leadership Challenge - we are all born. If you want to be a leader, that’s your choice.  Leadership is learned.  The best leaders learn every day.  Leadership behaviors have little to do with the manager who makes micromanaging an art form.  It has little to do with the managing director who controls by fear.  Simple, learned behaviors which build relationships, which shows the leader is true to his values every day. A leader doesn’t need a uniform with gold or silver braiding to genuinely and in a way that has real - relatable - impact to recognize the good work of the individual and the entire team.  He or she doesn’t need to have an office three or four times larger than anyone else in the organization to say a simple “Thank you”. Authentic leaders make mistakes, they ask their direct reports “what can we learn from that ? And then “This is what I learned ….” They regularly ask : “How can we do it better?” And surprisingly they ALLOW everyone in the team to perform better than they believed they could. Hang on, if they were born to be a leader, how could they carry all these behaviors on their DNA until a switch is engaged when they become an adult and with rank, or an important sounding title. Instant leader!  No. Leadership is an aspiration. You want to be a leader ? Congratulations, your journey has now begun.  So please, can we finally knock that myth on the head?

    30 min

  5. Jan 29

    Leadership and Workplace Safety

    Leadership and Workplace Safety. In every workplace, in every part of the world, the safety of all workers, in every respect, is paramount. But what has leadership got to do with safety. After all, there’s usually a list of guidelines, even instructions on specific compliance required. This may be as simple as “wear a hardhat at all times”.  The guidelines in most cases are prepared and reinforced by the health and safety department. Simple, straightforward and followed by everyone at all times – completely. That’s what the safety manager would expect. But that’s not always what the safety manager gets. Simply telling staff members to “follow the rules“ doesn’t always mean they will do that . What if we introduce leadership into the delivery of this key information?  As we keep saying, leadership is a relationship. In the context of safety, the person delivering the message will get far better results - at the individuals will get safer outcomes - if there is a relationship between them and the person delivering the message. The individuals receiving the information on critical safety issues, will internalize the information not as an edict or a rule but rather information given to them because the safety manager cares about them. Of course, the safety manager will be modeling the way, living his values - showing that he really does care about their safety. The leader may talk about creating a future where every employee knows that because they embrace safety in the workplace, that every day they will go home safely to their families The third practice of the Leadership Challenge - Challenge the Process – would clearly encourage not only the safety department, but also a member of the team where the safety requirement apply, to ‘find a better way’, a safer way. This is not to compromise safety but rather to find a stronger or more robust way of guaranteeing safety. The best leaders ‘enable others to act’. This not only empowers team members ‘find a better way’ but to take accountability for their own safety and the safety of others.  Of course, as leadership in the safety area leads to greater involvement and therefore more safety for everyone, the leader of all and acknowledge individuals and the team for the positive outcomes that have been achieved. Because 98% of people say they perform at their best when they’re encouraged, this outcome will certainly apply when they are encouraged specifically in the health and safety area. It’s recognized that statistical records of positive improvement in the safety area have a direct impact on team members responsibility to safety. Comments from the safety leader like “wow – we have a 23% decrease in workplace accidents in the last 12 months because all of you paid particular attention to creating a safe workplace” have a real impact – and a desire to get a better result in the coming 12 months. Safety leadership will get far more positive results than safety management. In simple terms, less injury - minor and severe - maybe even zero. That’s what every team wants.

    43 min

  6. Jan 15

    Should Leaders Forgive ?

    Should Leaders Forgive ? One of your team has been late for meetings three days in a row. Another team member has failed to follow up with a new client on what would have been significant business and the client and you then hear that the client is taking that business to one of your competitors. One of the team members is four days late with his weekly report. Managers in this situation may look for retribution, some form of ‘punishment’. Some managers may even wait for a moment when they can ‘download’ their feelings to these individuals. In this process of holding on, they are carrying negative feelings towards this person or these people who have created some issues. Life is too short to be carrying, what is like ‘negative baggage’, in the mind of the manager. And these ‘grudges’, carried silently, can impact mental health. Leaders, especially exemplary leaders, carry a value which is often displayed by adherents to the major religions: forgiveness. A simple act, often done in silence by the leader by saying “it’s OK, I forgive him“ will allow the leader to move on. Of course, in moving on, there may well be discussion with the individual concerned, where the leader will simply say : “You’re not going let that happen again are you? Often a simple comment like this will have more impact on the individual, making his or her determination to a avoid mistakes even stronger, because they know that their leader will not hold this against them, that he or she has forgiven them. Forgiveness is such a powerful act, just in those few words, but the individual to whom the forgiveness is directed will absolutely, in most cases, want to make sure that that issue never arises again, the leader does have to show forgiveness. Knowing that authentic leader is not going to carry any negativity because of actions or words of the individual, builds even more respect to their leader, in the mind of the person who may have been given that forgiveness. Who do you need to forgive? At the end of each day, why not recall the events of the day and just identify if there’s anything anyone may have done who you should silently give forgiveness to. Likely, you’ll have a better sleep because of that.  And overall, the respect that others have of you will grow even more - because you forgive. #Leadership #Leaders #Leading #Forgiveness #Forgiving

    28 min

  7. Jan 8

    Are You a Perfect Leader ?

    Are You a Perfect Leader ? You’re a leader. You build relationships with those you are leading. You articulate regularly the shared vision for the team.  You enable the others in the team to perform beyond what they believed they could. Together with the team, you achieve all the annual objectives. You practice leadership every day. And were you told that practice makes perfect? Sorry but practice makes improved practice. Not perfect. Close, maybe. So what is 'perfect' when it comes to leadership?  In The Leadership Challenge, first written nearly 40 years ago, by Jim Kouzes and Barry Posner and is one of the most widely recognized books on leadership globally does not contain the magic formula for perfect leadership. In The Leadership Challenge the word ‘exemplary’ is often used: The Five Practices of Exemplary Leadership are the cornerstone of Jim and Barry’s forty years of on going, evidenced-based research. Guess they didn’t find any perfect leaders.  One of the most important aspects of lits behaviors is authenticity.  Leaders who are authentic are relatable: they make mistakes just like us mere mortals. They build relationships, particularly through the trust and credibility which they live every day. Exemplary leaders will ask themselves: “How can I be a better leader tomorrow than I was today?” They will ask team members “How does what I do affect your performance?” these don’t sound like the sort of questions that a perfect leader would ask. Why would he or she need to ask, anyway if they’re perfect? So I’m sorry, no 10 out of 10 No “practice makes perfect”, either. Just every day practicing to be a better leader than you were yesterday. Then at the end of the day, you can genuinely reflect on the amazing performance of your team in the day just passed. You can say “Yep, THEY did it…with a little help from me.” And tomorrow I’ll be a better leader than I was today.

    29 min

  8. 12/30/2025

    Courage for Leaders

    Aristotle said ‘courage is the first virtue’. But where does courage have a place for leaders?  We could say that courage has a place very much in our daily lives. The decisions we make even simple ones often require a deal of courage. Of course, the opposite of courage is fear. Some people are so fearful of making a decision that their life is impacted negatively - regularly.  Managers, often cloak their fear when making decisions or giving directions by asserting themselves, as assertiveness has become a default behavior. Implied in their assertiveness is “do it my way, because I said so “. Likely, the team of developed an entrenched response, not to challenge the manager’s assertiveness.   Many of the very successful decisions in the corporate world – let alone in our daily lives - has required courage. We look to our leaders to live their values. Sometimes leaving your values, deeply held values, can require courage. This can occur when the leader is required to do something as a directive from senior management, which may compromise his or her values. When this occurs, it can require courage to explain to senior management why their directive is challenging for them. Courage is required when exploring the vision with the team - inspiring a shared vision. Any worthwhile vision, one that is hopefully going to embolden the team, to and inspire them requires courage. After all, the vision may well involve overcoming the doubts of the team as likely it will involve uncertainty from the team members. Through their courage, there maybe times when their courage inspires others to be courageous, to not be held back by their fear. Leaders may even encourage team members to make decisions which were beyond the usual parameters. Aristotle may well be tight, proven so by the decisions taken as history shows considerable impact by those who had the courage to ‘take a big step forward’. #Leaders #Leadership #Courage

    27 min
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From the globally recognized leadership development program - this podcast has a focus on the Middle East but the conversations are applicable everywhere.

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