Leading by example

Leadership is not about the flash title, it’s about how you act, says health & safety consultant Greg Dearsly, who sets out 6 signs of a true leader.

Leadership is one of three things that contribute to good health and safety outcomes, alongside risk management and worker engagement.

When we talk or think about leadership, we tend to focus on the people at the top of the hierarchy—those with outstanding or extraordinary skills—but maybe we shouldn’t. Leaders can come from any part of the business and can show leadership skills at any time.

This is explained well in the quote below from Debra Meyerson’s book Tempered Radicals: “Leaders of positive change are not all CEOs of course, nor are they in titled and powerful positions. On the contrary, the most important leadership demonstrated in organisations usually occurs in departments, divisions, and teams and by individuals who take it upon themselves to enter a temporary state of leadership.”

Walking the talk

It is the act of leading that makes you an effective leader, not the leadership role itself. Below are six action-orientated behaviours that demonstrate true leadership.

1Leading without authority Wouldn’t it be great if everyone in your organisation took every opportunity to do good for their colleagues and the business, without asking for anything in return? This is the concept of ‘organisational citizenship’ and is an outcome of good leadership.

The goal of leading without authority is to get others to willingly cooperate and engage, rather than just following directives because you’re the boss. gaining the trust of others in order that they will do what you want without actually having to ask. Effectively the aim is to gain voluntary support for your idea.”

Leaders can come from any part of the business and can show leadership skills at any time.

2Influence vs persuasion There are two dimensions to influencing people in a way that gains their trust and voluntary support: your level of assertiveness – how you communicate your feelings and beliefs to the other person in a non-offensive way your level of cooperativeness – how you attempt to satisfy the needs of the other person.

Organisational growth expert Margaret Considine says: “Influencing is not persuading, which uses argument to convince others. Influencing is about

HOW DO I CONNECT THIS TOGETHER?

Use positive emotions and listen with empathy Understand how you handle conflict Use compassion, forgiveness and gratitude—and focus on team member strengths Ask more questions than you give answers Understand your team values and what makes your organisation unique Dial up your courage… being vulnerable doesn’t mean you’re weak.

3Mood engineering Mood engineering is the relationship between our feelings, moods, attitudes and traits. Research has found that mood while working, along with positive and negative emotions, is significantly related to overall job satisfaction.

Mood engineering research tells us that employees’ emotions and moods are affected by their reaction to events within the workplace environment. These moods in turn shape their attitudes, such as their commitment to the job. Leaders therefore have a critical role in setting the emotional tone of their group.

Of course, a leader’s own mood or displays of emotion can be contagious, influencing the performance of the group as a whole.

4Curiosity Curiosity, or the art of enquiry, has significant business benefits. By leveraging curiosity, you can expect to see the following:

Better decision making because you are better informed

More respectful, trusting and collaborative working relationships

More innovation and less conflict.

A good, curious leader will be aware of and comfortable with their own ignorance. They are humble enough to acknowledge their lack of knowledge and confident enough to admit it in front of others.

5Understanding your people This is not about what you value in yourself. It’s about what service you provide as a team that is valued by your clients. What makes your team unique?

Enhance your cultural intelligence— your ability to be effective when working across different cultures. Consider how your cultural identities influence your work life. You can’t start down the path of becoming culturally intelligent without first understanding your own culture and creating an inclusive workplace.

6Vulnerability Vulnerability is your superpower. It’s not necessarily about sharing everything— it’s about listening and empathy. It’s about showing you can share and connect with other people. My own research has found that while leaders may say to their workforce, “This is a safe space to share your concerns and worries; it’s OK to be vulnerable”, very often those leaders don’t lead by example—mainly because they have a mindset that they are the person in charge who must show strength and control at all times.

About the author: Greg Dearsly owns First 4 Safety Ltd, a generalist health and safety consultancy. He has been involved in the provision of occupational safety and health advice and assistance for 20 years. Greg holds a Masters in Advanced Leadership Practices, a Graduate Diploma in Occupational Safety and Health, and the National Certificate in Adult Education. His work has involved supporting industries in their H&S development. He encourages organisations and their senior people to show good H&S leadership, conduct effective risk management and ensure their workforces are able to contribute. Greg is a Professional member of the NZ Institute of Safety Management (NZISM) and was NZISM President from 2016-2020. He represents NZISM as President Elect on the Board of Directors of the International Network of Health and Safety Practitioner Organisations (INSHPO) and will be INSHPO President in 2022.