The heart of leadership

You probably don't need another yarn about leadership. I bet the last ten stories you scrolled through on your LinkedIn feed were about it, and the next ten likely will be too. But stick with me for a minute (or five), because I've got something a little different to share. It's not about theories or buzzwords - it's about what I've learned in the trenches.

Here's the thing about leadership that I learned the hard way. It's not the grand visions or clever strategies that'll make or break you. Nope. In my book, only about 10% of leadership is about pointing the ship in the right direction. The other 90%? Well, that’s where it becomes clear whether, as a leader, you can handle the jandal.? It's all about getting your people to not just believe in why you’re going where you’re going, but to be all in, 100% committed. It’s about connecting with people, one-on-one, heart-to-heart. Sounds tough? You bet, it is.

Now, I know some of you will straight away think I’m going to talk about leading with emotional intelligence or EQ.? And yes, that’s exactly it, but let’s just call it “leading with heart”.? And before you roll your eyes thinking this is some kumbaya stuff, let me tell you - this is the secret sauce that separates the great leaders from the also-rans. Sure, it's important everywhere, but in the utility sector? It's make or break. We're juggling hard-core technical know-how with very real human needs every single day.

Now, I could point you to a gazillion articles on the internet about the "5 traits of an emotionally intelligent leader" or whatever. Some of them might even be useful. But here's my two cents: BE YOURSELF - the best version of yourself, actually. When all's said and done, it boils down to authentic leadership. In my experience, an authentic leader C.A.R.E.S. That means:

·????? Candid self-awareness

·????? Accountability

·????? Respecting diversity

·????? Ego-less leadership

·????? See Humanity: See people as people, not production units.

Candid self-awareness: Know yourself

As you know, being self-aware is about knowing your true self, warts and all - strengths and weaknesses, likes and dislikes, triggers and biases, values and motivations, fears and aspirations. I've learned that owning, and quite frankly admitting, my weaknesses can be powerful. One of my strategies is to make sure I always surround myself with people who are smarter than me, especially in the areas where I feel a bit wonky. Then I make sure I create a safe space for them to do their thing.? And I watch and learn.?

It isn't just about understanding your professional strengths and weaknesses, but very much about having a deep, honest understanding of who you are as a person.? Let me share another personal example.

I’m very aware that I’m motivated and inspired by purpose. That's why I put so much emphasis on the 'why' behind the work we do as a team. But, as I’m conscious that what drives me might not provide the same spark for everyone else, I'm deliberately working on bringing others along, helping them find their own personal 'why' that makes achieving our common goal worthwhile for them. For some, it might be professional growth; for others, it could be the impact on our community. One of my team members finds motivation in the innovative technology that makes us smarter.

The key is recognising that inspiration is personal, and as a leader, it's my job to help each person connect their individual motivations to our shared purpose.

It's not always easy, but when it clicks, the energy and commitment it unleashes in the team is nothing short of amazing.

Accountability: Understand your impact on others.

Whether we like it or not, our people are always watching us. They take what we do or say seriously, processing every action and word to inform their own behaviour. This awareness is incredibly powerful. Get it right, and you're on your way to creating a positive, supportive, and trusting environment that encourages growth and collaboration. Get it wrong, and you've got a recipe for a toxic workplace built on misunderstandings, resentment, and distrust.

I learned this lesson the hard way when my team called me out for sending late-night and weekend emails while preaching work-life balance. One Monday morning, a team member gently broke it to me that they found it hard to believe I sincerely meant what I was saying about work-life balance. Why? Because they were getting emails from me at all hours, making them feel guilty for not responding. Now, I religiously use the "scheduled send" function. It's a small change, but it's about respecting boundaries and truly walking the talk.

Another crucial aspect of understanding your impact is honouring commitments and keeping to self-imposed deadlines. I've witnessed too many times the devastating effect on people when leaders announce organisational changes with a timeline, only to keep postponing their own target dates. We need to recognise that organisational change occupies massive emotional real estate in our people's minds. When we say we'll do something by a certain date, they gear themselves up for it. Not delivering on what you've committed to isn't just disrespectful – it erodes trust and breeds fear and anxiety.

Respecting diversity – with authenticity

In today's global village, being culturally aware is simply table stakes. As an immigrant myself, I know how important it is to make an effort to understand what's culturally important to each member of my diverse team. It's not just about avoiding offense; it's about showing genuine respect and creating an inclusive environment where everyone can thrive.

But let's be clear: cultural sensitivity isn't about mechanistically going through the motions to celebrate cultural days of importance. That's tokenism, and people can spot it a mile away. It's about being sincerely curious, seeking to understand, and most importantly, not being judgmental.

Take it from me, a South African often judged as "straight-up" and direct. Or consider our Aussie team members who face similar perceptions. On the flip side, we might be tempted to judge others as not being open and honest when they prefer to discuss issues in the corridors rather than speaking up in meetings. This is where you need to rely on real cultural intelligence. It's about being aware both ways - seeing others' behaviors in context while calibrating your own.

It's not always easy. It requires constant self-reflection and a willingness to step out of your comfort zone. But the payoff - a truly inclusive environment where diverse perspectives are not just tolerated but valued - is immeasurable. It's about creating a space where everyone, regardless of their background, feels they can bring their whole selves to work.

Ego – the enemy of almost everything

Remember our chat about ego in my article on Extreme Ownership? A big part of that is not being a prisoner of your own ego. It's about being open to feedback, admitting mistakes, and always being ready to learn. But it goes even deeper than that. It's about embracing a servant leader mindset.

As leaders, we need to understand that we're not here for personal glory or power. We're here to serve - our customers, our community, our shareholders, and yes, our team. It's not about us. It's about the impact we can have and the value we can create for others.

Let me share an example close to my heart. I've had the privilege of witnessing one of the greatest examples of servant leadership in recent history - Nelson Mandela. Throughout his life, Mandela consistently put the needs of others and his country above his own personal interests. Even after spending 27 years in prison, he emerged without bitterness, focused only on how he could serve his nation and bring about reconciliation.

?I remember sitting in awe on the lawns of the Union Buildings in Pretoria at Madiba's inauguration as President. Here was a man who had every right to claim power and glory for himself. But no, he described himself as a servant of the people. Even as President, he focused on serving others rather than personal glory. He famously said, "What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead."

This is the kind of leadership that truly changes the world. It's not about having your name in lights or being the smartest person in the room or turning every conversation to you and your (not so) unique experiences. It's about lifting others up, about using your position to make a positive difference.

In my own leadership journey, I strive to embody this servant leader mindset. It means putting my team's growth and well-being before my own accolades. It means being willing to roll up my sleeves and do the hard work alongside my team. It means celebrating their successes more than my own.? It means always, but always, having their backs!

Trust me, when your team sees that you're genuinely committed to their success and the greater good, it inspires them to give their best. It creates a culture of mutual respect and shared purpose that can achieve extraordinary things and leave a lasting legacy.

See humanity - They're people, not just workers

Our team members don't suddenly become robots when they start their work day. They're humans, with lives, families, joys, and struggles that extend far beyond the office walls.

I remember a team member who always had a cheerful "Good morning!" for everyone. But one day, I noticed the smile didn't quite reach his eyes. I took him for a coffee catch-up and asked, genuinely, what was going on. Turns out, his father had been diagnosed with leukaemia, and he was struggling to keep things together on the home front. We agreed on a remote work arrangement and made sure he knew his job was secure while he navigated this challenging time.

Being present isn't always about the big issues, either. It's remembering to ask about that sick cat, or how the weekend DIY project went. It's equally important to show genuine interest in the children's sport achievements, or drama performances.

I've learned that this approach requires vulnerability on my part too. When my mom had a heart attack, I shared that with my team. Not to burden them, but to show that we're all human, all juggling life's challenges. The result? A team that trusts each other deeply and supports each other through thick and thin.

I guess the bottom line is, BE REAL!

Leading with heart isn't about manipulating emotions or being soft. It's about genuine connection, understanding, and respect. In the utility sector, where we're dealing with essential services that impact lives daily, leading with heart isn't being woke. It's the crucial ingredient for turning a group of skilled individuals into a cohesive team committed to serving our communities.

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