“Doing” Leadership

“Doing” Leadership

“DOING” LEADERSHIP by KELLY HUTCHISON

As a long-time leader of teams, I often get asked for my thoughts on how to “do” leadership.  Just recently, I was talking with a bright, early-career entrepreneur who said, “My business is growing like crazy and I’m starting to hire people.  I don’t know how to manage and lead others.  What training course would you recommend? Or are there some books I can read?”

These questions are more common than I’d like them to be.  While they are well-intended, and it’s great that people who seek leadership responsibility actually want to do it well, the assumption (or perhaps hope) beneath the question is that if you read the right books, and/or take the right training course, you will be able to lead.

The question I asked this poor soul in return was, “regardless of the training course or the books – how will you know when you can manage and lead other people?  Does reading the books and attending the training mean you’re done?  Tick, you’re a good leader? Cross it off the list of things to do?”

The truth (like it or not) is that managing and leading others is not a destination.  It’s a practice.  Kind of like yoga.  In fact, yoga can teach us a lot about leadership.  No matter how good you get at yoga, there’s always something more to learn.  There’s more to practice.  You never FINISH working at yoga.  And if you’ve practiced yoga, you’ll know that some days are great – you nail the pose, you go deeper, you balance longer.  Some days are terrible.  You fall over, or you can’t hold even the most basic version of the pose you held for 10 minutes yesterday.  It requires focus, getting back into the pose even when you’ve fallen out of it six times already, and tuning in to your thoughts and feelings. Perhaps most importantly, it requires a willingness to push beyond your comfort zone – taking your pose just a bit further, without a guarantee that you’ll nail it the first time (knowing, in fact, that you’ll probably fall over).

The same is true for leadership.  This is because leadership exists within a human system.  One set of leadership behaviours which works perfectly well with one group of people may completely backfire with another.  Or a style of leadership that works when times are good, fails when times are difficult.  Some days are great – the team is humming, people are happy.  Others stink – business is underperforming, there’s tension between people, tough decisions to be made, and politics to manage.  Pesky human beings – they are so unpredictable.  

So what is this achievement-oriented entrepreneur to do, as the company grows and leadership becomes a necessity and requirement?  While I do not endorse the concept of a “checklist for good leadership”, in the spirit of helping these shooting stars along the journey, I offer the below as a non-linear process.

First: understand the baseline.  Look for clues.  Do you lose people from recruitment processes after they interview with you?  What’s your voluntary employee turnover rate?  If you use an employee engagement survey, what does the data tell you about how people feel about their manager and/or senior leaders?  You should also look inward.  Who’s been your favorite or most respected leader over the course of your career and why?  Who do you emulate as a leader?  

Second: ask your people what they need from you  – what motivates them to perform at their best.  Again, these pesky human beings are all slightly different.  But one thing remains consistent – people join great companies and leave bad managers..  The trick is to find out what “bad manager” means to your people – and practice behaving differently.

On the note of PRACTICE…this is a critical third (and ongoing) step. Just as you don’t become a star tennis player on day 1, and you can’t learn to play the piano with one lesson, leadership is a practice.  Remember that feeling of trying something new when you were a kid?  It’s frustrating and uncomfortable.  Get used to this feeling – in fact, seek it out in your workplace.  It means you’re learning – and learning is supposed to feel uncomfortable.  Try new behaviours.  Refine.  Try again.  Try again.  

Fourth – ask your people how you’re doing.  And “your people” should include those below you, above you, and beside you.  If you’re heading a start-up, maybe there’s no one technically above you.  Whose opinion do you respect and admire?  Do you have a board of directors? An investor or business partner?  Importantly, consider this guide for soliciting feedback (and ignore it at your peril).

Fifth (and arguably the most important element to include in your practice): Reflect on the feedback and use it as a source of data to improve your practice.  Extending the “learning to play the piano” analogy, consider how listening to a recording of your practice can shine a light on areas where you need more practice.  You listen, you think about what you want to work on, and then you work on it.  The same is true in leadership.  What can you learn from the feedback you received?  What should you try differently?

What can you learn?  What can you try?  

Sixth (or maybe first!) – ask for help. What professional athlete does not have a coach? What opera singer doesn’t study under another professional?  It can be very lonely at the top.  Cultivate your network, join leadership forums or communities, and consider a psychotherapist, counsellor or performance coach to help you reflect, learn, and grow.  As someone who has been practicing leadership for decades and advising others who are doing the same, I firmly subscribe to the view that every leader needs a therapist and coach.  

Finally – Repeat steps 1-6.  Often, and for as long as you hold a leadership role.  In doing so, you will exceed your own expectations and you will make a difference to your team, your company and potentially by extension, the world around you.  

After all – isn’t this why you became an entrepreneur in the first place?

Kelly Hutchison

Kelly Hutchison is a psychotherapist, counsellor and executive coach with aMindset, based in Hong Kong. 

To book an individual consultation or discuss mental health & wellness initiatives for your organization, contact Kelly on +852 9179 4454 or kellyamindset@gmail.com 

Other Articles by Kelly:

Find out more about Kelly here

Qualifications:

  • Master of Counselling, Monash University, Australia
  • Master of Applied Science (Innovation & Organisation Dynamics), RMIT University, Australia
  • Bachelor of Arts (Liberal Arts/Music), Florida State University, USA
  • Executive Coaching – Level Two Coach, Institute of Executive Coaching & Leadership, Australia
  • Member, Hong Kong Society of Counselling & Psychology
  • Member, Australian Counselling Association
  • Member, Hong Kong Professional Counselling Association

If you would like to speak with a counsellor about how Kelly or AMindset can support you, please contact us.

 



Re-entering the Outside World

Re-entering the Outside World

​Travelling post-Covid

In the 2015 movie “Room”, based on the novel by Emma Donoghue, a mother and her son Jack are held captive in a single-room outbuilding for nearly seven years.  During this time, “Ma” works to keep her son healthy and happy by structuring their days with physical and mental exercises, keeping a healthy diet, limiting TV-watching time, and a strict regime of body and oral hygiene. Because it is all he has ever known, Jack believes that only the things in his immediate world are “real.” Ma, unwilling to disappoint Jack with a life she cannot give him, allows him to believe that the rest of the world exists only on television.  When they eventually escape, Ma must begin the process of relearning how to interact with the larger world, and Jack, who is overwhelmed by new experiences and people (and the realisation that the world actually exists beyond TV), wants only to return to the safety of the world he knows – the world of his Room.

I recently ventured out of Hong Kong for the first time in two years.  My husband and I planned the trip in order to bring our son home – he’d been delayed in Australia because of Hong Kong’s ban on flights from “high risk” countries.  We intended to meet him in Thailand, do a 14-day “wash out”, and then fly back to Hong Kong together.  The trip was functional in nature, with the goal of getting him back to Hong Kong and regular school.  It took weeks of organising, securing various approvals, passes, and certificates, and an off-the-charts level of patience.

About a week before we were set to travel, the HK government rescinded the flight ban, which meant we could potentially fly our son straight back to the city.  This prompted a debate:  Should we still go?  Was it necessary? Should we spend the money?  Would we rather wait and take an actual holiday later?  What if we got Covid while overseas?  Would we be able to get proper medical attention?  Would we be able to get back into Hong Kong?  And on, and on.

Eventually, having reminded ourselves that we both loved Thailand and we hadn’t been outside of Hong Kong for what felt like ages, we decided to go. Being effectively ‘grounded’ (or as some of our friends described it, “imprisoned”) for the last two years had taught us two things:  first, that life is short, and it is richer with travel; second, that we’d taken for granted our ability to see friends and family whenever we wanted.  Like most Hong Kong people, we were used to hopping on a plane at a moment’s notice, and living away from our families had not precluded us from seeing them.  We saw an opportunity to reconnect through this trip.  We decided to turn it into a long-awaited holiday, and invited the rest of our family and some friends to join us.  With the decision made, we felt a surge of joy and anticipation.  We had something to look forward to.

While we fully expected that travel in a post-Covid world would be a logistical hassle, what we didn’t anticipate was how it would feel to be out in the world again.  We experienced walking mask-free down public streets and entering restaurants without checking in.  We went to bars that were packed wall-to-wall with people (again, no masks).  We saw people shaking hands and hugging again.  We made plans and reservations for meals and activities, without having to check whether venues were open.  We were able to go out without carrying our phones.

How did it feel?  Honestly, it was a strange sensation, which led us to reflect on how we’d coped with the last two years.  We felt happy, sad, frustrated, regretful, guilty, optimistic, and resigned all at the same time.  The joy and appreciation of rejoining the outside world sat very uncomfortably against a sense of grief at having missed two years with people we love.  Had we done the right thing in avoiding travelling to see our family and friends, simply because of government restrictions?  Should we have pushed ourselves harder to just cope with multiple periods (and the expense) of hotel quarantine, for the reward of spending precious time with loved ones?  What if something had happened to them (as it did for so many families) and we weren’t there?  This was an experience of simultaneous celebration and self-flagellation.  Being with our family and friends again filled our hearts, and also reminded us of how much we’d missed.  In addition, it highlighted how much we’d gotten used to life with Covid – mask-wearing, contact tracing, vaccination discussions, rapid antigen testing, and avoiding coughing in public all felt normal to us.  The absence of these things felt uncomfortable and foreign.

There is something in this for me that connects back to Ma’s experience of escaping the Room.  She’s been isolated for so long, and the narrow world she’s inhabited for the last seven years has suddenly widened beyond comprehension.  She does not remember how to exist in that world. What was an effective coping mechanism – creating structure, routine, and stories for herself and Jack to deal with a lack of freedom – is no longer needed.  The prison no longer exists.  But she also feels guilt at not preparing Jack for the real world.  Anger for being imprisoned for so long and missing out on life. Uncertainty about how to relate to people other than her son.  Regret at not having been able to escape sooner.  Grief at the loss of time and the experiences she and Jack have missed.  Fear and discomfort at re-entering a world that has been lost to her for seven years.

The tight restrictions in Hong Kong were nothing compared to what Ma and Jack had to endure.  I am not suggesting for a second that travel restrictions are anywhere close to being imprisoned and traumatised on a daily basis for seven years.  What does strike me is the wide range and similarity of feelings that bubble up once a fuller amount of freedom is available to us, whether that freedom comes in the form of post-Covid travel or a release from captivity.

Our ability to adapt to our surroundings has ensured our survival over time.   Covid led governments around the world to implement restrictions on daily living which none of us could have imagined.  And we’ve coped with those restrictions by getting used to not travelling, by learning to be more still, and by adapting our daily routines to fill the void.  Ma coped with her lack of freedom much in the same way – by creating routines to foster a sense of normalcy for her and her son.  We humans have the capacity for profound resilience in the face of adversity.

As our world begins to open up, a new range of choices becomes available to us.  What will we do with that freedom?  We can stay home, avoid the complexity of travel and the risk of getting sick, and remain comfortable in the routines we’ve built for ourselves.  The trade-off is, perhaps, a greater richness in life.  Alternatively, we can start travelling and stepping back out into the world, accepting that we don’t know what will happen when we do, and we don’t know how it’ll affect us.

Regardless of whether you stay put, or step back into travel, you can expect to “feel all of the feels”.  The challenge is to stay in the present and allow the full range of emotions to wash through us.  Nothing can be done to change the past or to control the future.  

What choice will you make?  

Kelly Hutchison

Kelly Hutchison is a psychotherapist, counsellor and executive coach with aMindset, based in Hong Kong. 

To book an individual consultation or discuss mental health & wellness initiatives for your organization, contact Kelly on +852 9179 4454 or kellyamindset@gmail.com 

Other Articles by Kelly:

Find out more about Kelly here

Qualifications:

  • Master of Counselling, Monash University, Australia
  • Master of Applied Science (Innovation & Organisation Dynamics), RMIT University, Australia
  • Bachelor of Arts (Liberal Arts/Music), Florida State University, USA
  • Executive Coaching – Level Two Coach, Institute of Executive Coaching & Leadership, Australia
  • Member, Hong Kong Society of Counselling & Psychology
  • Member, Australian Counselling Association
  • Member, Hong Kong Professional Counselling Association

If you would like to speak with a counsellor about how Kelly or AMindset can support you, please contact us.