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Zusammenfassung von How to Lead Smart People

Name: How to Lead Smart People
Rating: 4 (78 reviews)
Author: Arun Singh and Mike Mister

Arun Singh and Mike Mister

Leadership for Professionals

4 (78 Bewertungen)

22 Min.

Themen

Leadership Promotion Inspiration

Inhaltsübersicht

How to Lead Smart People
in 7 Kernaussagen verstehen

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Kernaussage 1 von 7

What’s in it for me? Meet the needs of your sharpest employees.

It’s hard to lead smart people. Not only do they tend to know a lot, they also tend to think they know it all. This puts leaders in a tough position. How are you supposed to lead people who don’t think they need leading? It’s no wonder that, for many leaders, managing these smart people can feel challenging, frustrating, or even downright impossible.

So what’s the solution? Well, in order to lead smart people, you’ve got to become a smart leader.

And luckily, smart leadership is a skill that can be learned. Whether you’re a seasoned manager or just entering your professional field, upping your leadership intelligence can translate immediately into professional and interpersonal success. In these blinks, you’ll discover how real people applied smart-leadership principles to become better managers, team builders, and mentors. Follow their example, and you, too, will soon be a smart leader.

In these blinks, you’ll learn

how to lead people of diverse cultural backgrounds;
why you might want to find a mentor younger than you; and
why you should include your team in envisioning your company’s future.

Smart leaders use assertive language to achieve their goals.

Meet Angela, a senior associate who is hoping for a promotion. She’s worked hard and climbed the ranks of her company, but she knows she can climb higher. What’s more, she knows she’s being considered for a promotion. All she has to do is prove her ability – which she plans to do at an upcoming international conference, where she’s scheduled to give a talk.

But then she’s put in a challenging position. While preparing for the conference, her manager, Mark, storms into her office. He waits impatiently for Angela to end her phone call and then aggressively demands that she prepare a talk for him at the same conference.

What should she do? Say yes, even though she has to prepare her own talk? Or say no, and risk upsetting Mark?

The key message here is: Smart leaders use assertive language to achieve their goals.

Remember: Angela is striving to step into a position of leadership. Even though she’s a people pleaser and usually struggles to say no, she is able, when confronted by her manager, to use a tool that every leader should have in her toolbox: assertiveness.

Assertiveness is about knowing your rights and values, and being able to firmly communicate what you want and why you want it. Used effectively, assertiveness can bring you closer to your goals and keep you from being taken advantage of. It’s not the same as aggression. Rather, it means you’re able to stand up for what you need while still respecting the needs of others.

That brings us back to Angela.

She knew that Mark was trying to manipulate her, and so she used a self-assertion technique called fogging. Fogging involves carefully listening to and acknowledging a person’s needs while taking your own rights into consideration before addressing that person’s demands.

Let’s look at how Angela employed it.

She was able to consider whether preparing Mark’s speech was something she needed to do or something she was only doing to please him. She concluded that, in light of her own workload, she had the right to turn Mark’s request down. And so, using a mature, assertive tone and steady eye contact, she acknowledged that Mark needed her help but firmly maintained that she would not be able to deliver the task in time.

And by standing her ground, she was able to focus on her own talk and work toward her promotion.

Conscious listening produces better solutions.

Johan, the managing partner at his law firm, had an idea. He wanted to buy another, smaller firm – an acquisition he believed would complement his firm’s existing services. But he knew he couldn’t simply act on this impulse. He needed the support of his team for the acquisition to succeed. And that didn’t just mean hearing their thoughts before proceeding with the decision.

Johan knew that the intelligent people on his team didn’t just want to be heard; they wanted to be listened to – even if their ideas were not ultimately implemented.

Manage your time and empower your team by creating an agenda and delegating.

Ayesha is all the things a leader should be. She’s smart and capable, and can complete difficult tasks with ease and speed. But she’s got a problem. Her team’s level of satisfaction isn’t as high as it should be. In fact, it’s surprisingly low.

The problem is this: Ayesha is so capable that she never delegates challenging tasks, since she can handle them better than anyone else. The people in her team, meanwhile, are forced to deal with the same mundane tasks, day in, day out. They don’t feel empowered or trusted. They’re never challenged, and so they never grow. Making matters worse, Ayesha is constantly overwhelmed with work.

Smart decision-makers include other people’s perspectives.

Eguono and Ade first met while attending the same graduate trainee program at an international consulting firm. Years later, they remained friends and enjoyed an amicable rivalry as executives at competitive firms. So it came as a pleasant surprise to Eguono when Ade proposed that they merge their geographic- and sector-specialist firms.

For Eguono, the decision for the merger seemed like a no-brainer. He agreed that the firms were complementary. But even though he believed that it would benefit his firm and provide his team members with new opportunities, he wasn’t sure that the merger was the right decision.

Smart leaders adapt to multiculturalism.

In today’s globalized world, the ability to understand cultural nuances is an absolutely crucial leadership skill. Leaders are increasingly overseeing teams with diverse cultural backgrounds. If leaders aren’t attuned to this diversity, they risk making misjudgments, causing misunderstandings, and even doing irreparable damage to important relationships.

Smart people want leaders who understand them – regardless of their cultural heritage. And research shows that understanding is also good for business. Increasingly, clients look for the capacity to work across diverse regions and cultures. And internally, companies that succeed in communicating and developing multicultural relationships can see as much as 26 percent increased productivity.

Find a mentor or a reverse mentor.

As a young architect, Suki was ambitious. But she also had much to learn about the professional world – and she knew it. So she followed the advice of a senior colleague and sought a mentor.

After attending a number of networking events, Suki met David, the head of production for an engineering firm. David’s perspective on leadership challenges was interesting and unique, so she asked if he would be willing to mentor her.

Involve your team in envisioning your company’s future.

Around the time that Felice was appointed to be a managing partner of his law firm’s construction and civil engineering sector – or CCEG – a number of smaller firms entered the field. Felice was concerned about the new competition. But his mentor had helped him realize that the burgeoning legal field for IT-development projects functioned similarly to legal procedures in CCEG.

Felice had a feeling that expanding the firm’s legal specialization to include IT projects would ensure the future success at the company. But, being a smart leader, Felice knew not to act based on feelings alone. He still had some work to do before setting a plan in motion.

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Worum geht es in How to Lead Smart People?

How to Lead Smart People (2019) offers practical advice for leadership in today’s shifting global landscape. In these blinks, leaders can learn how to cultivate a team dynamic that both challenges and inspires.

Bestes Zitat aus How to Lead Smart People

Smart people need to have a say in the destination and the proposed mode of travel.

—Arun Singh and Mike Mister

Wer How to Lead Smart People lesen sollte

CEOs and managers who want to earn the respect of their employees
Junior and mid-level managers seeking a promotion
Leaders and team members aspiring to become more effect communicators

Über den Autor

Arun Singh is a leading lawyer in international corporate law and a former partner at KPMG Law, an international law practice. An educator in corporate leadership and negotiations with three decades of experience, he has served as a visiting professor at both Chinese and British business schools, taught at international organizations, and advised the UK government on international trade and investment.

Mike Mister is a partner at The Møller Institute, at Churchill College, University of Cambridge, as well as the former global director for Executive Development at EY Global.

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