MANAGEMENT
What Makes A Good Leader?
C
onsulting engineering is a ‘people business.’ Our largest and most important resource is our people. It is important for leaders to create a positive culture and connect with their employees to earn their trust and respect, within a nurturing and supportive workplace. A good leader should be expected to harness the power of employees’ creativity, intellect and collaborative teamwork—but this raises the question of who can be a good leader. Is leadership a learned skill, which anyone can be taught? Or is it a naturally inherent attribute? There is an abundance of self-help books, development guides and online resources filled with tips and ideas describing how introspective self-evaluation and best practices can jump-start and shape readers’ leadership skills. Career coaches also offer mentoring to those aspiring to develop leadership skills. Those in positions of leadership in consulting engineering firms have learned—or should have learned— over time what works and doesn’t in leading teams. We ought to be able to recount mistakes we have made, including errors in judgment, complacency or indecision, as well as our successes in implementing strat18
CANADIAN CONSULTING ENGINEER
egies and promoting and rewarding good practices. While experience is invaluable, however, it is not sufficient by itself, unless combined with sound judgment, behavioural integrity and coherent communication. Articulating a vision The role of organizational leadership starts with defining and articulating an aspirational vision and goals, simple and coherent in its messaging. This process requires ‘homework,’ insight and diverse expertise, so as to inspire employees in their actions, decisions and behaviour. Motivating employees Success relies on the motivation of staff, both individually and in teams, to work toward a set of common goals. Sound communication skills are vital, as well as personally demonstrating behaviours and values. Employees tend to embrace goals and targets that are delivered with passion, sincerity and empathy by leaders committed to listening, being present and practising what they preach. Employees also respond well to recognition and acknowledgement. Effectiveness in this context depends somewhat on individual personality.
We remember managers who possessed excellent skills in delivering messages and demonstrated personal commitment by adhering to the values they espoused. Motivating employees and sustaining their commitment requires leaders to keep in touch. It is important to be aware of how employees seek recognition and acknowledgement. The role cannot be practised from afar; it requires personal engagement, understanding and responding to needs and feedback. To promote employee satisfaction and a sense of belonging, it is imperative to reward performance in a meaningful way. Financial incentives, bonuses and profit-sharing are highly effective, but equally so are other intangibles, including public acclaim of noteworthy performance, profiling individual contributions in corporate correspondence or internal publications and funding skills development programs or supplemental education. In many situations, peer recognition is another powerful tool. The lesson learned is that a corporate culture that promotes flexibility in its ability to recognize and reward staff, beyond typical programs dictated purely on milestones, resonates heavily with staff on a personal level. November/ December 2023
PHOTO: © K LOU W/PEOPL E I M AG E S.COM / A D OB E STO C K.
Skills can be learned, but the right personality is also key. By John Weeraratne
