Benefits of Mission Led Leadership Style!

Posted bymariegouldmomPosted inUncategorizedTags:, , , , , , , , , , , , ,

Return on Investment Part 3 – Happiness Training

“What do we do and why does it matter?”  When Justin Featherstone MC FRGS FRAI, asked me that question during one of my Senior Leadership MBA sessions… it literally transformed my life and justified my need to be aligned to the purpose of my organisation, alongside my passion and preference for my mission led leadership style

My subsequent assignment focused on the two following questions.  

1.       How can we as managers and leaders engage the organisations we lead in positive change?

2.       How can we ensure that they commit to a positive change agenda, and carry that through to yield a viable and sustainable result?

Cope et al (2018) states that change has become exponential, reinforcing the requirement for exploration into this topic. I was on a mission, and succeeded, in proving that a positive change agenda can be achieved by implementing an effective mission-led leadership style that influences behaviour to foster a positive culture, where change is embraced, and teams are effectively responsive to operating in a VUCA World. 

VOLATILE           UNCERTAIN           COMPLEX          AMBIGUOUS

It evidenced the concept of a mission-led leadership style whilst demonstrating that change is not only inevitable but also essential, alongside any challenges, and how leaders have a duty of care to assist with overcoming natural resistance to change. It also provided an explanation of a VUCA world, its impact, and why and how leaders should respond to this.

It concluded in showcasing how the mission-led leadership style concept could be implemented, to facilitate and embrace change within an organisation, during these VUCA times.

 In our faster moving, digital enabled organisations, we are discovering that once rewarded leadership styles such as command and control, are now outdated (Lyle, 2019). Suggesting that there is a need for a new way of leading.

According to Steenbarger, (2015, para 17) in mission-led leadership “Leaders are defined by WHAT they follow not who they follow or command”. He explains that it is an effective strategy of utilising inspiration to elicit perspiration. The new psychological analysis of Reicher et al., (2007) also argues that effective leaders are bound by a shared identity that can be used as an action blueprint. This suggests that leaders are more successful when they consider, and then utilise the organisation’s mission, as an inspirational tool. Teams can be inspired by leaders who share the same purpose. Once individuals understand the ‘Why Factor’ of the organisation and it energises them, there should be no need for manipulation (extrinsic rewards), but they should want to be part of your journey (Cope, 2018).

Hyslop (2017) proposes that effective organisations ensure that their missions have a purpose. He has no doubt this emulated from a servant leader and that a mission can be such a powerful tool if it is recognised as being worthy. He concludes that we need more mission-led leaders, who are sometimes referred to as servant leaders. Ross (2015) would also argue that leaders of organisations who fail to inspire their teams to align to the overarching purpose are sacrificing a golden opportunity.

Does the 21st Century call for a novel approach to leadership, whereby people are motivated and open to change, with a drive to do things because they matter and make a difference?  Intrinsic rewards such as mastery, purpose and autonomy can be great tools to gain effectual engagement, ethically influence teams and support a positive change agenda (Pink, 2015). Due to organisations having to evolve far more rapidly, leaders need to demonstrate even more flexibility, speed, trust, and cooperation. Essential elements to be embedded into their leadership styles (Lyle, 2019). Evidence that a consistent mission led leadership style can effectively navigate teams through these unprecedented times.

 Research shows that there are many advantages to fostering a mission-led approach and they include improved confidence for our organisation, an increase in trust which leads onto positive opportunities in strengthening innovation as well as being a sought-after employer of choice. Finally, and perhaps most importantly, for a plethora of reasons, significant improvement in employee engagement (Ross, 2015) which leads to higher performing teams.  This should allow you to achieve your goals in a positive culture, where change and innovation are embraced.

 It is important however to always consider any barriers related to proposing a leadership style. There appear to be three significant challenges relating to the mission-led leadership style.  One being that not all leaders understand the importance of mission-led leadership and how to implement, or even have any desire/capability.  Secondly it might not always be a purpose that is worthy of inspiring others or demonstrating shared value creation. Finally, humans do not naturally embrace change. To implement a positive change agenda, these barriers must now be explored further to identify means for overcoming them.

All employers should ensure the wellbeing of their internal customer is a priority.  Leaders are at the forefront of this duty of care (Witzel, 2018). Hyslop argues that “servant leaders who are passionate about mission are the most effective leaders and are people who are remembered for their integrity and impact on others” (2017, para 14). So, if it is essential for leaders to be responsible for their teams, this would indicate the mission-led approach can be a support mechanism?

Unfortunately, there are leaders who are self-centred and those that influence others in ways that are not always ethical (Witzel, 2018). It is very much worth noting that if everyone is out for themselves then society, itself, would fall apart.  Also, it might prove prudent to highlight to those more greed orientated individuals that if there is a streamlined process, where organisations create value for stakeholders, then the money will follow (Witzel, 2018).  The by-product of being ethical and such value creation being profit. All being achievable through implementing a mission-led leadership style that embraces change.

 To implement an effective mission led leadership style that inspires, and subsequently supports your teams through change and help them innovate, there should be a worthy mission around creating shared value rather than just a healthy profit. It is essential to not make aims and objectives all about money, profit, and the bottom line, but to motivate and inspires teams by emphasising the importance of connecting with a sense of shared purpose (The People Insight Org, 2022). A belief mirrored by Steenbarger (2015, para 14) by stating that “The challenge of mission-based management is to find that something important.” Although appearing repetitive, the widely discussed point reinforces the requirement for identifying what is meant by ‘important’ to support the success of this leadership model.

Does having a shared identity/mission that resonates bring about a sense of belonging and with it trust? Firms that are deemed trustworthy attract not only talent but individuals who share the organisation’s philosophy and goals (Witzel, 2018). Resulting in high performing teams, consistently innovating superior products/services, which in turn, leads to delighted customers. Such customers can generate a wealth of benefits for an organisation.

“In such circumstances demonstrating highly visible and caring leadership becomes even more important” (D’Auria et al., 2020, para 5). Again, this is the fundamental concept of mission-led leadership. 

If change and uncertainty are managed and communicated effectively then individuals will feel supported, trust more, face their fears, accept, and embrace change.  Mission-led leadership can provide response strategies, alongside building resilience and equipping them for any future change. The University of the People Org. (2022) evidence that one way in which to do this is by “knowing your why”. They argue that if your purpose is defined that this can diminish any fear of change. Once you understand and align to the why, then when making decisions or facing change, you can first check in that it is aligned to the why and then feel less fearful and embrace change.

Solution Framework

My desire to find solutions to support not only me but my team and our customers, and was born out of the exponential changes faced by my organisation, and ineffective leadership and lack of empathy being proven as having a causal impact.  

I am grateful that I found a solution, a blueprint for designing and developing a mission led leadership style approach throughout the organisation. It is also made it very apparent that I needed to make a change and find work that was aligned to my purpose and values 

  • Bespoke Mission Led Leadership  Blueprint 
  • Road Map for Implementing Mission-Led Approach
  • Checklist for Leaders 

This can be offered through Organisational Mission Led Leadership Training 

alongside 

1:1 Leadership Coaching and Mentoring 

all can be tailor made for your organisation. Do get in touch if want to discuss options  

Conclusion

My work explored the concept of the mission-led leadership style and the positive impacts if said challenges are to be overcome. The proposed action plan serves as a blueprint for demonstrating the means of overcoming these challenges, and guiding others to implement a mission-led approach.

Leaders are also humans, possessing a range of personality types, strengths, and values, and just like their teams they are prone to resisting change.  It is also paramount that they are inspired if they are going to lead others effectively and ethically through a positive change agenda.

Life does not standstill, it moves through change and remaining static is not an option. Therefore, change is inevitable, from a personal and professional perspective.

If businesses do not grow or diversify, then they will no doubt decline. 

This will have a detrimental impact on all stakeholders of a business.

Effective organisations, with longevity, have missions that matter (Witzel, 2018).

As Daisaku Ikeda is quoted, as Soka Gakka’s President (2021, October, para 3)

 “The key to leading a fulfilled life, free of regrets, is to dedicate ourselves to a cause, a goal that is larger than us.”

Are you interested but need more information? Then please do get in touch before you make that all important decision around investment 

Or are you in need of some help convincing the decision makers? Then let’s chat around some conversation starters.

Benefits

  • An organisation fit for purpose, within the VUCA times
  • A clear Vision that is articulated
  • Less confusion and more clarity 
  • Employer of Choice – the positive PR of this
  • Reduced Staff Turnover – resource savings: time and money 
  • Fostering Innovation and Creativity 
  • Increase in Productivity and Performance and ultimately the bottom line
  • Morally the right thing to do 
  • Improved loyalty and trust in leadership 
  • Happy, healthy and productive non-toxic culture 
  • Subsequent positive impact around customer experience 

Happiness Training Methods

  • Implementation of 5 Steps to Happiness #Blisscipline Toolkit 
  • Inspirational Talks
  • Positivity Power Hours
  • Compassionate Leadership Training Packages
  • Group Happiness Workshops and Webinars
  • Individual Success and Wellbeing Mindset Coaching and Mentoring 

If you want to know more, or need some support, than please do get in touch.

Mind Over Matter’s purpose is to assist others in cultivating a success mindset and experience the positive impacts of this #Blisscipline