Leadership: Tough and Nurturing At the Same Time: It is Possible?

Doing your ‘extreme best’ is an excellent viewpoint espoused by Sarah Robb O'Hagan: the CEO of Flywheel Sports, and Founder and ‘Chief Extremer’ of EXTREMEYOU.

O’Hagan believes the most effective leaders: “Counter fear with curiosity, are always looking to explore unknown territory, and reward people for being innovative.”

However, continues O’Hagan, its no use passively waiting for the team to deliver.

Your role as a leader is to hold them to the highest standards of performance, while at the same time supporting their approach to getting it done.

This involves being both tough and nurturing.

Another important area defining a winning leader is realising that your overall success hinges on how well you really know your team members.

This is because it is generally accepted that the key to successful leadership is combining a strong sense of authority with genuine support and solidarity with team members.

Good leaders are also not afraid to learn from, and follow, others when required.

They are always happy to admit it if they don't know something, and willing to learn from anyone who can teach them; whatever their level.

Being a follower is, of course, much different.

A follower rarely goes above and beyond the call of duty and is generally happy just doing their job.

In any given situation (and unlike leaders) followers tend to focus on the limitations rather than the opportunities.

They often hold back when making important decisions; afraid they might do the wrong thing.

And when things do go wrong they feel justified, and are quick to criticise and condemn what happened.

Followers need direction and step-by-step instruction.

They also require constant assurance and approval; often as a means of covering themselves should something go wrong.

Obstacles and setbacks usually throw them off course - and they need to look to their leaders to rebuild their confidence and set them back on the right track.

Followers also usually need constant assurance and approval to achieve any sort of half-decent outcome.

Conversely, tough and nurturing leaders are proactive: and not content with simply waiting for the next step.

They despise inaction and become frustrated and exasperated by a lack of progress.

These leaders thrive on taking responsibility, and are motivated and inspired by challenges and conquering any obstacles in their way.

They focus on ‘making things happen’ by using decision-making activities that ensure progress is continuous and sustainable.

And as US leadership expert Betty Liu explains in a recent Inc. article, being a tough and nurturing leader is more than just getting results.

It is also about getting the most out of the people around you; and this involves being both assertive and empathetic.

As an example, Ms Liu quotes the case of well-known US billionaire Warren Buffet, who has always done things differently.

Rather than trying to fit into a set of expectations, Buffet always charts his own path, says Liu.

He does this by being true to himself and doing unexpected things: not because he wants to surprise people, but because they are in line with his ‘true north’.

Sure some of his advice may seem a little on the conservative side at times, but Buffett remains a firm believer in grabbing good opportunities with both hands when they arise.

This is because by being tough and nurturing, and really making the most of these opportunities, you can make a real difference to both your own future and that of your organisation.