The call is for greater trust in leadership but can it be delivered? New research shows that leaders are struggling so what is needed?
This has been a well-discussed topic in recent years with the majoritylacking trust in their leadership teams. Research has indicated thisfigure to lie anywhere between 55-75% within most companies. One canargue over the reasons for the erosion in trust but there is a growingdesire for trust to be restored.
One can question whether this above statistic is true but then ask why:
Only 12.5% of employees are engaged in their work
The average young person will only stay in their job for 1.75 years
61%believe that their companies have tick-box policies for their approachto CSR and sustainability with little intention in investing in thereal actions that are desired.
It all indicates that something is wrong and trust is a glue thatdoes act as a foundation to culture and engagement. Even the FT –the bible of the City – has called for a change in the approach ofthe business.
The counter-argument is that the behaviours of twenty years agowould simply not be acceptable today. It is easy to critique leadersbut the whole bar has been raised and given this, it isunderstandable that many are falling short as the structures arenot in place to prepare new leaders. Many turn to blamingmillennials ignoring the fact that the level required has changedand the ground has not been prepared.
The real issue is that the majority of leaders are simply not up tothe task and need both greater preparation and support. That is thedynamic that needs to change. UK business leaders are struggling to copewith the pressures of a rapidly changing world. Increased competition,political uncertainty and facing greater scrutiny are all making itharder for many leaders – and as a result, the behaviours of manyleaders have arguably fallen beneath the level desired.
The real issue is that the majority of leaders are simply not up tothe task and need both greater preparation and support. That is thedynamic that needs to change. UK business leaders are struggling to copewith the pressures of a rapidly changing world. Increased competition,political uncertainty and facing greater scrutiny are all making itharder for many leaders – and as a result, the behaviours of manyleaders have arguably fallen beneath the level desired.
A recent study of 1,000 workplaces - published in Thinking on your feet, a report by the commercial arm of the Royal Academy of Dramatic Art, RADA Business- has found that 81% of senior leaders said they were often placedin situations where they found it difficult to remain calm.
More than a third (37%) of senior managers, directors and C-Suite saidthat high-pressure scenarios made it harder to prepare and expresstheir thoughts.
When asked what situations affected their ability to relax and actauthentically, 31% of business leaders admitted that board meetingswith very senior people was a leading factor. Video conference calls(30%) was found to be one of the second biggest causes of nervousnessfaced in the workplace, followed by training sessions (30%).
Smallgroup meetings (27%) was also a big issue hindering leaders’ abilitiesto think clearly and act authentically, with telephone conferencecalls appearing next on the list (27%).
The study also reveals that leaders struggle to exhibit an air of calmwhen they feel under pressure, with not maintaining eye contact (30%)slouching (25%), and physically shaking (21%) being identified as themost common physical side effects.
Maintaining leadership performance through times of uncertaintydemands a greater need to remain present, to align your physical,emotional and intellectual state. This is particularly challenging inthe moment when you find yourself needing to think on your feet.
Under pressure, leaders tend to focus on the content of what they’resaying, losing their personal connection with others, as well as anawareness of how they’re coming across. In the eyes of their audience,they can lose credibility by speeding up their breathing andappearing tense, with no vocal presence – showing a lack ofconfidence.
This is quite a strange picture of leadership. It is certainly a longway from the levels of leadership that is desired by employees andstakeholders. So what do we do?
Ithink most will agree that the above picture is below expectation so itis clear that there is a need for a number of changes:
Greater work in the development of emerging leaders so that they areable to handle to pressures of the role. A CEO has to be able to leadeffectively and if this is not happening, change needs to happen:
Greater work in the development of emerging leaders so that they areable to handle to pressures of the role. A CEO has to be able to leadeffectively and if this is not happening, change needs to happen.
Adifferent structure to support and enable CEOs? The board structurehas long bee the same and yet the world has changed beyond measure.Business today has to possess both, a strong business strategy andapproach to working with communities and in sustainability. More isbeing asked so structures and process of leadership so it needs tochange.
A greater understanding of the pressure on business performance
Business needs to be enabled to invest back into its people and structures.
It is clear that change is needed but it is more complicated thatit may appear.There is a need for new thinking and greaterunderstanding.