How would you respond to the question, “Is effective leadership practice different in the public sector to the private sector?”
As in so many cases, the simple answer is “It depends.” I teach executive leadership programs at Melbourne Business School, and many public servants attend these programs to learn alongside their private sector counterparts.
Some people argue that the drivers, stakeholders, structures, accountabilities and even standards differ between the public and private sectors, requiring different leadership practices.
I argue that many significant and fundamental leadership practices are common across all sectors.
Identifying and understanding the DNA of effective leadership is a continuous search. Yet one thing is certain. Regardless of the business or sector, people in any organisation have common, fundamental needs. Addressing them enhances leadership practice. Here’s how to do it.
Five critical steps to becoming a leader
Shifting into a leadership role can be a big step for anyone. Leaders must deal with greater complexity, more people and build strategic relationships within their organisational context.
Your current skills and mindset may not be enough to carry you through the new role, no matter how hard you try. But all is not lost. By asking yourself these five critical questions, you can successfully transition into a leadership role and better manage complexity, step by step.
Step 1
First, ask yourself, ‘What is my role, and why am I here?’
Your answer will clarify your responsibilities and KPIs, while minimising chances of you and your followers not knowing what’s required of either party.
Step 2
‘Where do I fit in?’
The key to clarity in your new role as leader is understanding your relationship to the business. You want to know where your role fits in, its purpose, how it connects to others and what the business requires from you. You need to comprehend the:
- Business vision
- Organisational structure
- Purpose of your team
- Where you sit in all that.
Step 3
‘How am I doing?’
You should regularly review your actions to achieve further progress for you and your team. This activity drives the critical process of regular formal and informal feedback.
Step 4
‘How am I getting along with others?’
Your relationship to the team should be as open and frank as possible, within the limits of each individual relationship. It’s important to have a variety of conversations with each follower because it’s a sign of successful leadership.
Step 5
‘What is my future, and am I doing what I want to do?’
You need clarity on what your future can look like, and what your followers are feeling around their futures too. Can you clearly demonstrate that your people are more competent today than they were last year? If not why not?
Using your new insights
With new insights into your role as a leader, you should now be alert to any traps around transition, such as taking on familiar work, while also trying to lead your team or hanging on to the notion that ‘I can do it quicker and better myself’.
As a leader, you need to do things differently, especially if you have clarity around the five steps to transition. You should be able to transpose this clarity to your direct reports, which will help assure your future moving forward.
About the author
Edmund King is the Program Director of the New Leaders Development Program at Melbourne Business School. He has over 30 years’ experience in facilitating executive education programs and specialises in improving the effectiveness of leaders.
