11 Reasons Business Executives Must Reinvent Themselves as Fierce Leaders

Over the last few decades there has been an accelerating growth in self-centred, exploitative management and dehumanisation in the corporate workplace. Recently there has been a silent revolt against this unprecedented epidemic as evidenced by the astronomically high levels of corporate disengagement, particularly amongst the newer generations entering the workforce. How can leaders reinvent themselves and adopt a more humanistic management ethos to counter this epidemic? It requires nothing short of becoming a fierce leader: creating an embodied practice of management that includes qualities such as respect, empowering leaders to influence for better rather than worse and ultimately this will create a magnetic attractor for top talent who reject outright working in degrading environments.

What does it mean to be fierce as a leader?
We know it when we see it in action: when I stood on the Grand Parade in Cape Town as Nelson Mandela gave his presidential inauguration speech in 1994 my eyes filled with tears. He embodied fierce leadership in every fibre of his being; his presence and poise in the face of decades of dehumanising behavior was unforgettable. But we also know it when we see it in the mannerisms of a board member or the attitude of an executive running a team meeting: they are fully in the moment.

The four critical elements to being a fierce leader
Fierce leadership requires us to train our minds.  This training creates a formidable practice so that we can deal with modern day business and our susceptibility to the following situation: as a result of being constantly subjected to the 24 seven pressures of work and despite our best intentions, our resilience can break down even in noncritical situations and we can revert to bad-management-autopilot.

However, there are four critical elements to building a fierce leadership practice that help prevent this type of autopilot from kicking in. We do need to constantly tend to our practice by nurturing and supporting these elements.  We should see these elements as both aspirational and practical and use our best efforts to work on being stronger at each one individually as well as together.

1. Altruism and humanity –
Seeing beyond our current office and role and being aware that we are part of something bigger than ourselves and our organisations gives us a capacity for much deeper understanding. It also increases our capability to take a serving stance through which we treat others as human beings rather than exploiting them as objectified resources.

2. Lucid clarity –
Dealing with what is showing up in the moment, what is here now as opposed to what happened in the past (“this is the way we’ve always done things around here”) or what is projected to happen (“if we can close this deal we will sell our products and more parts of the world”).

3. Imaginative openness –
Considering all angles and holding diametrically opposed points of view in our heads as we work through the implications of the choices we make is crucial. This requires both a highly developed imagination and ensuring there is sufficient spaciousness in our minds within which to explore, over and above all the clutter of a busy daily executive life.

4. Core focus –
Determining what we want to focus our attention on and maintaining that focus despite a myriad things trying to take us off task.

The benefits of a fierce leadership practice
As our practice grows we find ourselves:
* influencing more often for better than worse in not only the big impactful decisions we make, but also every minute of every day;
* becoming more focused and this lucidity of thought gives us the opening to deal innovatively with situations based on our efforts to deeply understand what they mean for us and others and compassionately realising the consequences impact of our choices;
* shifting our stance to lead by inspiration rather than expectation;
* finding ourselves considering others in their positions with more openness and respect
* becoming aware very quickly when thoughts aren’t true to ourselves and having the ability to redirect before we react
* more often exuding qualities that engaged people look for such as kindness and humour, and being more highly communicative – as fierce leaders we do this despite these qualities not necessarily being reflected in our organisational KPIs;
* finding ourselves getting more stuff done because we are more confident, have increased emotional intelligence, are more collaborative and have a greater ability to influence others;
* rejecting the negative narrative we may form around not being on 24 seven and being able to control when we communicate to only those times when we can be more actionable, considered and effective – this in turn frees us up to be more present in our daily non-work related activities such as exercise and family time and also frees up our people from following the bad precedent we were setting by, for example, emailing them at 11h30pm and expecting an immediate response;
* more able to be resilient and pause in any situation, no matter high pressured, and check in with ourselves how we are feeling about that situation before reacting – are we subject to any biases, is our response going to have unintended consequences, are we being mindful of all the variables at play;
* and at times of uncertainty when it feels like taking any action would be like stepping off a cliff, we are able to comfortably take that first step because we are capable of listening to our inner wisdom and trusting more completely in the unfolding without needing to always control or force what will happen.

Individual fierce leadership can also rapidly activate a culture of being fierce across an organisation which creates a strong magnetic attractor for top talent.

In subsequent posts I will go into more detail on how to build a fierce leadership practice and realise its benefits.

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