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Unit 1 - Listening 2 Script

The document discusses the myths of effective leadership, emphasizing the distinction between leadership and power. It highlights how executives can lose their leadership effectiveness as they advance, often becoming disconnected from diverse perspectives and inflating their self-perception. The Center for Creative Leadership recommends that leaders actively seek diverse opinions, engage in constructive debates, and cultivate self-awareness to enhance their leadership capabilities.

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402 views1 page

Unit 1 - Listening 2 Script

The document discusses the myths of effective leadership, emphasizing the distinction between leadership and power. It highlights how executives can lose their leadership effectiveness as they advance, often becoming disconnected from diverse perspectives and inflating their self-perception. The Center for Creative Leadership recommends that leaders actively seek diverse opinions, engage in constructive debates, and cultivate self-awareness to enhance their leadership capabilities.

Uploaded by

graciliiyaa
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Unit 1 - Listening 2: Myths of Effective Leadership

Page 12

Speaker: Podcasts from the Leading Effectively series are provided by the Center for
Creative Leadership, an educational institution dedicated exclusively to leadership
development and research worldwide. Information available at www.ccl.org. Today’s topic:
myths of effective leadership.

There’s a difference between leadership and power. Successful executives know that
difference and lead their teams more effectively because of it. Unfortunately, many
executives on the rise in an organization forget the leadership skills and contacts that put
their careers on track in the first place.

A study by the Center for Creative Leadership shows that as executives advance in a
company, they begin to blur the lines between leadership, power, and influence. They see
themselves as more intelligent and capable than those around them in the organization.
They see people who agree with them as more capable, intelligent, and ethical than those
who might disagree.

The result? Executives get affirmation from a small, expected group, which inflates their idea
of how powerful and influential they are among the people who work with them. Their
influence becomes constricted, and their leadership erodes. Some people overtly use power
to accomplish their goals, says CCL’s Pete Hammett, who is also the author of “Unbalanced
Influence.” He says others become used to having tools of power, such as the ability to
dictate and set agendas.

Over time, that access to power distorts an executive’s influence in the organization. They
may have the title and power, but their disenfranchised team members won’t see them as an
effective leader.

Those with different opinions choose to remain silent. Or they leave. With them, they take
away a whole range of ideas.

CCL and Hammett recommend that executives calibrate their spheres of influence and see
whether their team members perceive them as leaders or merely as suits with powerful
titles.

Here are three ways to proceed:

Number 1: Find and listen to other voices. A leader should keep in touch with new ideas and
fresh perspectives. If all you’re hearing is one voice, then invite others to the conversation.
And let them know you really want to hear them.

Number 2: Find a sparring partner. Find someone who’s comfortable and capable of taking
an opposing point of view. That doesn’t mean you should seek out every malcontent in an
operation. It means you should find someone who is intelligent, thoughtful, and open to
tackling a discussion from an opposing view. Don’t be seen as a leader who refuses to listen
to different ideas. Or, worse, one who penalizes people for suggesting them.

Number 3: Leadership can be cultivated, but only in a self-aware person. Sign up for a
leadership program. Get some feedback that assesses your leadership style. Make a point
to hold a mirror up to your conversations and interactions within your organization. Only by
seeing yourself through others’ eyes can you go from someone who holds power to
someone who leads.

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