Purpose led leaders Meet Amanda Payne, Director of Operations - Futures Management Group

"'What shadow do you want to cast as a leader?' I don't want to cast a shadow, I want to shine a light!"

As she approaches her 21st anniversary of working at Futures Management Group, Amanda shared what it really means to call herself a leader.

Having worked her way from Advisor, through management roles, to Director of Operations, she knows her organisation inside out. This is a career path that many reading may recognise: learning about their organisation and themselves as they progress.

So, do you consider yourself a leader?

I don't know whether this is the same for all leaders but I think you do question yourself. I have worked my way through various different roles and tiers. There are times when I think of myself as a manager...but then I stop myself and think no...now I am leader of something much bigger.

The bit I love about leadership, and how it is distinct from management, is setting a strategy and having a vision. You need to take people along with you on it but importantly also make sure it is the right vision to meet our organisation's purpose.

How should leaders do that?

On her daily dog walk Amanda had been musing on the thought-provoking leadership quote: 'Ask yourself what kind of shadow you want to cast as a leader'.

It was troubling her and she was trying to understand why. It suddenly struck her that the emphasis it puts on leadership is about blocking the light to leave an impression of yourself on those whom you lead. And that felt completely wrong.

I don't want to cast a shadow, I want to shine a light! Of course, you want to leave an impression, a positive mark on those you work with...but not to leave them in the dark.

When Amanda describes her leadership style you can hear that she tries to step out of the way - shining the light onto people - so they can learn and develop.

A good leader doesn't base decisions on what is right for them. They should want what is best for their organisation.

Its the same for a leader supporting their people. Leaders should create conditions for people to feel confident to innovate, try things out and make mistakes.

People should be encouraged by leaders to ask themselves what the solution could be to their challenge and give their answer a try.

This is only possible if they know they have permission to go ahead or to sense check their approach. The key bit is that leaders should not always give the answer, but be open to helping your team realise things for themselves. Amanda feels she has achieved this by removing a sense of hierarchy.

"I find it uncomfortable. I don't want people to see a hierarchical barrier. As soon as someone has a particular title, people see it as a barrier - but it's just a title, it's just a word. The only way to break down that barrier is through honesty. I am a real, approachable person with real values.

People can see these things in you. You can't measure them or fake them. Although these are not the be all and end all to being a leader - I think they are really important to how people see you and how you behave."

This is also one of the most challenging areas of being a leader. People sometimes struggle with your honest response or being asked to ownership for solutions. But Amanda firmly believes that sometimes the best thing you can do as a leader is ask people to question whether they are enjoying what they do, are on board with team goals, and in the business for the right reasons. If the answer is yes, then taking ownership is part of their role.

"This is seen as being difficult but I am passionate about people being happy in their role and enjoying what they do. I constantly ask whether it is the right thing for them. I have done this myself all throughout my career. I have left roles and turned down roles because it wasn't right for me. I am a loyal person and actually, as a leader, I have their backs.

This kind of communication works both ways for Amanda.

She believes that for a leader to be truly authentic they need to be prepared to be vulnerable. This means building relationships of trust with people around you; so much so that when you experience moments of doubt, you trust they will tell you or call you out if you have drifted. She advocates that everyone, including leaders, stop, think and ask questions when something feels wrong.

Amanda has come to realise that strong leaders are defined by how comfortable they are with change and challenge. She has learnt that change is something she not only accepts but also energises her.

"I am sure I have been at Futures for this length of time because it has been constantly changing, and lots of change definitely keeps me engaged. I have come to realise that I am comfortable with change. That is what makes the difference when you become a leader."

How do leaders get comfortable with change and challenge?

Amanda uses the idea of frameworks to keep grounded. With an academic background in social history, she is naturally interested in how people behave in their specific context.

She likes to talk to her team about the jam-filled doughnut. An image that helps her make sense of the tensions at play.

"Everyone should understand that their roles and responsibilities, their job description if you like, is at the centre of what they do day-to-day (just like the jam) - but the dough - the external bit everyone sees that's how you go about it."

This is where Amanda likes to invite creativity in how people behave, their values and their ideas to get those core jobs done.

Amanda's top tip for leaders is consistency.

Be consistently sincere when you make decisions and in how you communicate with your team.

Consistently revisit the purpose of your organisation to make decisions; consistently ask people to look inside themselves to the purpose of their role to provide them with stability and structure; purpose is the jam and then be consistent with your expectations - that people be the ones to design their own doughnut.

Futures Group support people and businesses to develop, grow and be the best they can be. Rated by Ofsted as Outstanding, all of their services are clear, enterprising and bespoke.

They work with employers to develop a skilled, engaged and motivated workforce, driving productivity. Their apprenticeship, training and recruitment services help organisations grow, adapt, thrive and succeed.

They help people choose a career, get qualified or find a job. They work with individuals and organisations providing advice, guidance and practical support to help people achieve more in their careers and get more from life.

What does it take to be a good leader? We support leaders to uncover, articulate and activate their purpose; grow their businesses; achieve high performance through highly effective teams; and have a greater and better impact on the world.?But there is no one type of great leader.?

We have been meeting with inspirational real-life leaders from our network to understand their leadership style.

We have captured their ideas in a series of newsletters, entitled Purpose led leaders. We will shine a light on different people and their individual approach to leadership.

We hope you find the series interesting, inspiring and valuable to you wherever you may be on your leadership journey.

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