Leadership is one of those skills that continues to elicit studies by social scientists of almost every persuasion. From business and law to finance and government, it is essential for leaders to exist—and it is crucial for a culture of leadership to flourish.
As this presentation by the London Business School reveals, U.S. companies spend at least $12 billion on leadership development. The same report also finds that nearly 60% of companies face leadership talent shortages which impede performance. These numbers, along with this information from a trio of Harvard Business School graduates about the emphasis on the ethical dimensions of leadership, underscore the importance of identifying the skills necessary for building—and sustaining—an environment that rewards leadership.
According to columnist Peter Economy, quoting Zenger-Folkman:
"Great leaders create a vision of the future that is vivid and compelling, and that motivates employees to want to achieve it. Everyone wants to work for a company that makes a difference in the world. As a leader, you are best able to help the members of your team connect what they do to the impact it has on customers and communities."
That advice complements the insight of Dr. Camille Preston, a fellow contributor to The Huffington Post and the founder of Create More Flow, which champions tactics and strategies that help leaders achieve what they want faster and better, with optimal effort. Dr. Preston's focus on "flow hacking" enables would-be leaders to develop a flow hacking mindset that allows them to create actionable hacks to achieve their goals, while facing adversity with clarity and conviction.
She says:
"At the core of a hacking mindset is the belief that we have choices and that the actions we take can shape the outcome. There is a tremendous energy that comes from creating your own reality (and simultaneously, if your life doesn't match your dream life, it can be very frustrating)."
I second that sentiment because, after having read this piece from McKinsey & Company, I recognize that one of the most unresolved issues among executives is what sort of leadership behavior organizations should encourage. Which is to say, and here I return to Dr. Preston's point about creating more flow, without the right mindset—without the ability to make the right decisions—everything else is moot; it is irrelevant without an approach that works, based on the testimonials of leaders who know how to go with the flow, so to speak.
We need to do more to ensure consistency of quality involving leadership. We need leaders—and yes, we need professionals like Dr. Preston to show us the way forward—because I know of no business that can survive without, and I know of no enterprise that can succeed in the absence of, sound leadership.
We need leaders to inspire us; to goad and guide us. We need leaders to show us when, and why, to adopt their principles. Indeed, we need to create more flow.