Why do people follow you as a leader? There is a lot we can learn from cricket…
It’s not Cricket!
Whether or not you follow cricket, (or even ‘get it’ for that matter) if you are in Australia you could not avoid the news that the Australian Cricket Team tampered with the cricket ball to gain advantage in a Test match in South Africa. What is so shocking to the Australian sporting public is that this was a premeditated action under the clear knowledge, if not direction, of the team leaders – the Captain and Vice-Captain.
For those that are not familiar with Cricket, it is a game that is at the foundation of the Australian culture. The game symbolises sustained effort in difficult conditions with strict adherence to the rules and demonstration of sportsmanship that are beyond reproach. The term “It’s not Cricket” was coined based on the high ethical standards of the game and is part of the vernacular in Australia that is used to describe any event that does not represent “fair play”. The game is steeped in tradition and protocol that transcend merely adhering to the written rules. Honour and fairness between the opposing teams is held in the highest regard. Those who do not follow the ‘intent’ of the game are scorned. International incidents have arisen out of the game with diplomatic tensions arising where transgressions of the intent of the game have occurred. The Prime Ministers of England and Australia became involved when the English team implemented a strategy of “Bodyline” (fast bowling aimed dangerously high at the body of the batsmen) primarily to counteract Australia’s Don Bradman who was almost singlehandedly defeating the English with his extraordinary batting and high scores. This became known as the “Bodyline Series” in 1932 – 33. (Ref. https://en.wikipedia.org/wiki/Bodyline )
This sporting incident is a good example for business leaders to consider. The blatant cheating by the Australian Cricket Team in South Africa places the spot light on leadership and why people follow a leader.
What is leadership?
By definition a leader is a person that others follow. People have a choice as to whether they will follow a leader of not. In the business world, the term gets used inappropriately as a substitute for ‘manager’.
Manager versus Leader.
A manager is a person that divides work into discrete tasks, then allocates and directs the resources necessary to fulfil the requirements. The appointment of an individual as a manager does not mean that the people that report to them choose to follow them as their leader. Rather, they understand that to retain their employment, they must meet set criteria as determined by the manager and the organisation.
Why do people follow?
This is a very big question. ‘It all depends’… There are so many factors that contribute to people following a leader. These include expertise, charisma, courage, stamina, communication ability, perceived power, position, need at the time, etc. The list is virtually endless and highly subjective depending on the situation. The choice to follow depends on a decision by each individual and then the collective will of the people that follow a person who becomes the leader.
Trust and Integrity
The literature on the topic of leadership indicates that a key foundation of leadership is the trust that the followers place on the individual as a leader. This trust stems from the followers’ observation of the potential leader’s integrity. They see that in their role as it relates to the mission at hand, the potential leader demonstrates that they are true to their word, that their actions are in line with what they say and that the path they portray is in line with where the followers want to go. Trust and Integrity are the foundation upon which their team base their decision to follow them.
Covertly Conspiring to Win = Immanent Disaster.
This Cricket incident offers us a clear example of how betraying this trust and integrity will lead to adverse results, if not disaster.
The fact that the Australian Cricket Team have not been winning recently raised questions about the Captain and Vice-captain’s capability to continue to lead the team but their integrity was intact. The team and Australia at large trusted them. The blatant cheating that has been demonstrated means the Captain and Vice-captain have been removed, puts a veil of disrepute on the whole team and reflects badly on Australia as a nation given that it portrays itself as being at the highest echelons of ethics. This is a disaster not only for cricket but for the country’s standing in international endeavour. By conspiring to win a Cricket match the leadership of the Australian Cricket team have created a national disaster that now has to be managed at the highest levels of diplomacy.
Showing the Way
Business leaders must learn from this Cricketing disaster. If we are to have a team that follows us and gets strong results, no matter what size or location, we must demonstrate the qualities that people follow.
History is rich with examples of leaders who have failed dismally in particular missions yet been seen as examples of strong leadership. Churchill comes to mind. Even after the disaster that was Gallipoli in WW1, that was largely attributed to him, his trustworthiness and integrity were respected by the British people and he went on as Prime Minister to lead Britain to victory in WW2.
What can be learned from this?
Here are a few suggestions to ensure that you are demonstrating trustworthiness and integrity.
- Tell it like it is: The good, the bad and the ugly. Trying to hide ‘the tough stuff’ will be seen at best as weak and at worst dishonest. Communicate regularly and be sure that the message is delivered truthfully, even when it is not good news.
- Play fair. Winning a big deal may be good for the bottom line, but if there is anything unethical or dishonest about the methods used, the long term results will be a disaster.
- Show respect. This means respect for the people in the company, the customer, the community, the stakeholders and especially the competitors. To gain respect it must first be given.
- Intent over rules. There are instances where using the rules to the letter against the intent of the rules will give an advantage. The team, and most likely the customer, will see that you are acting outside the intent of the rules which will make them reconsider their trust.
- Accept responsibility. If there is any question that your team has not acted in an honest, ethical manner, assume responsibility as the leader and demonstrate that you will take immediate, strong action to ensure that the situation is rectified and will not happen again.
- Live to win another day. If there is a choice between winning by dubious means and losing, be sure to live to win another day. It is better to walk away in tact than to be cut down after the event with your reputation in tatters. There will always be another opportunity to win provided that you are trusted to participate honestly with integrity.
The bedrock of leadership is trust and integrity.
This recent Cricket incident is just one example of leadership that has imploded because these were not demonstrated. It is incumbent on all leaders, particularly in business, to constantly demonstrate these qualities for the sake of their team, the business, the stakeholders and especially themselves and their ongoing career success.
Philip Belcher ©
Contact LSE Consulting to learn more on this topic as it applies to your business and how we can assist you in your quest for business success.
