What Kind of Leader Are You? | Kerrie Fleming | TEDxHultAshridge

what kind of leader are you are you the

what kind of leader are you are you the leader with the long screwdriver

leader with the long screwdriver

leader with the long screwdriver tinkering in every single aspect of

tinkering in every single aspect of

tinkering in every single aspect of what’s happening in your organization or

what’s happening in your organization or

what’s happening in your organization or are you the leader who’s interested in

are you the leader who’s interested in

are you the leader who’s interested in the wash the purpose of the organization

the wash the purpose of the organization

the wash the purpose of the organization but leaves the how to the brilliant

but leaves the how to the brilliant

but leaves the how to the brilliant minds that you’ve employed or are you

minds that you’ve employed or are you

minds that you’ve employed or are you the leader who’s busy thinking about the

the leader who’s busy thinking about the

the leader who’s busy thinking about the fact that yours is bigger than mine

whatever type of leader you are

whatever type of leader you are regardless whether it’s in your school

regardless whether it’s in your school

regardless whether it’s in your school or your community or your organization

or your community or your organization

or your community or your organization the impact of your leadership is

the impact of your leadership is

the impact of your leadership is profound particularly on employee

profound particularly on employee

profound particularly on employee engagement Gallup tell us that employee

engagement Gallup tell us that employee

engagement Gallup tell us that employee engagement worldwide is at an all-time

engagement worldwide is at an all-time

engagement worldwide is at an all-time low people are feeling utterly

low people are feeling utterly

low people are feeling utterly unfulfilled at work mostly due to the

unfulfilled at work mostly due to the

unfulfilled at work mostly due to the transactional nature of the type of work

transactional nature of the type of work

transactional nature of the type of work which they do a way to increase

which they do a way to increase

which they do a way to increase engagement is to think about how your

engagement is to think about how your

engagement is to think about how your employees feel at work how do they feel

employees feel at work how do they feel

employees feel at work how do they feel when they’re walking through the door in

when they’re walking through the door in

when they’re walking through the door in the morning that matters

keeping your employees engaged means

keeping your employees engaged means that they will stay with your

that they will stay with your

that they will stay with your organization and you can grow them into

organization and you can grow them into

organization and you can grow them into something great I know from personal

something great I know from personal

something great I know from personal experience as a business graduates

experience as a business graduates

experience as a business graduates climbing my way ferociously to the top

climbing my way ferociously to the top

climbing my way ferociously to the top of the organization my job was to make

of the organization my job was to make

of the organization my job was to make money and I did I made lots of money but

money and I did I made lots of money but

money and I did I made lots of money but deep down I was utterly unfulfilled and

deep down I was utterly unfulfilled and

deep down I was utterly unfulfilled and miserable

miserable

miserable I had to adopt a persona of arrogance in

I had to adopt a persona of arrogance in

I had to adopt a persona of arrogance in the quite macho culture I found myself

the quite macho culture I found myself

the quite macho culture I found myself in luckily on a very rare trip home

in luckily on a very rare trip home

in luckily on a very rare trip home because I was too busy to visit one of

because I was too busy to visit one of

because I was too busy to visit one of my parents pulled me aside and said they

my parents pulled me aside and said they

my parents pulled me aside and said they didn’t recognize who I was anymore quite

didn’t recognize who I was anymore quite

didn’t recognize who I was anymore quite a shock

a shock

a shock but it actually got me thinking that the

but it actually got me thinking that the

but it actually got me thinking that the values that I had picked up as a child

values that I had picked up as a child

values that I had picked up as a child had been totally put to the side in this

had been totally put to the side in this

had been totally put to the side in this need for recognition and this ambition

need for recognition and this ambition

need for recognition and this ambition to make money luckily I got to pursue a

to make money luckily I got to pursue a

to make money luckily I got to pursue a very different career path and I started

very different career path and I started

very different career path and I started studying the area of emotions and

studying the area of emotions and

studying the area of emotions and emotional intelligence and how it

emotional intelligence and how it

emotional intelligence and how it impacts on organizations and in

impacts on organizations and in

impacts on organizations and in particularly decision-making this has

particularly decision-making this has

particularly decision-making this has led me here today to talk to you about a

led me here today to talk to you about a

led me here today to talk to you about a piece of research we’re doing looking at

piece of research we’re doing looking at

piece of research we’re doing looking at the aspect of leadership behaviors I

the aspect of leadership behaviors I

the aspect of leadership behaviors I along with my colleagues vulture Olivier

along with my colleagues vulture Olivier

along with my colleagues vulture Olivier and Holton are working on building a set

and Holton are working on building a set

and Holton are working on building a set of behaviors for a new leadership

of behaviors for a new leadership

of behaviors for a new leadership paradigm called ego and eco intelligence

paradigm called ego and eco intelligence

paradigm called ego and eco intelligence let me explain the ego is something that

let me explain the ego is something that

let me explain the ego is something that the ancient Greeks described as I am

the ancient Greeks described as I am

the ancient Greeks described as I am that essential part of the human needs

that essential part of the human needs

that essential part of the human needs to create a sense of identity so that

to create a sense of identity so that

to create a sense of identity so that you can make sense of who you are in the

you can make sense of who you are in the

you can make sense of who you are in the world you can draw a big circle around

world you can draw a big circle around

world you can draw a big circle around yourself and stand comfortably in it and

yourself and stand comfortably in it and

yourself and stand comfortably in it and say this is my circle this is what I

say this is my circle this is what I

say this is my circle this is what I stand for and you can compare the size

stand for and you can compare the size

stand for and you can compare the size of your circle to the people who have

of your circle to the people who have

of your circle to the people who have their circle over there the ego is

their circle over there the ego is

their circle over there the ego is hugely important it helps us to create

hugely important it helps us to create

hugely important it helps us to create boundaries around who we are figure out

boundaries around who we are figure out

boundaries around who we are figure out our identity

our identity

our identity it’s very dual in its logic it’s very

it’s very dual in its logic it’s very

it’s very dual in its logic it’s very black it’s either black or white it’s

black it’s either black or white it’s

black it’s either black or white it’s got a real sense of right and wrong and

got a real sense of right and wrong and

got a real sense of right and wrong and will usually try and eliminate what it

will usually try and eliminate what it

will usually try and eliminate what it perceives morally as wrong the ego is an

perceives morally as wrong the ego is an

perceives morally as wrong the ego is an essential part of creating purpose and

essential part of creating purpose and

essential part of creating purpose and drive in organizations hence why we put

drive in organizations hence why we put

drive in organizations hence why we put such charismatic characters into power

such charismatic characters into power

such charismatic characters into power we imagine they can do all sorts of

we imagine they can do all sorts of

we imagine they can do all sorts of things for us they can drive success

things for us they can drive success

things for us they can drive success they can lead us into spaces that we

they can lead us into spaces that we

they can lead us into spaces that we never really would probably do ourselves

never really would probably do ourselves

never really would probably do ourselves so the ego is a hugely important thing

so the ego is a hugely important thing

so the ego is a hugely important thing the problem with ego is that if it’s

the problem with ego is that if it’s

the problem with ego is that if it’s overdone it’s a bit of a disaster

overdone it’s a bit of a disaster

overdone it’s a bit of a disaster I know that my experience when I did

I know that my experience when I did

I know that my experience when I did work in industry I was terribly

work in industry I was terribly

work in industry I was terribly unpopular one of my bosses pulled me

unpopular one of my bosses pulled me

unpopular one of my bosses pulled me aside at one point and said that nobody

aside at one point and said that nobody

aside at one point and said that nobody wanted to manage me me he said I was

wanted to manage me me he said I was

wanted to manage me me he said I was difficult I was always angry and

difficult I was always angry and

difficult I was always angry and frustrated in every meeting and nothing

frustrated in every meeting and nothing

frustrated in every meeting and nothing was right and actually what had started

was right and actually what had started

was right and actually what had started to happen was this arrogance I spoke of

to happen was this arrogance I spoke of

to happen was this arrogance I spoke of earlier had just permeated into my being

earlier had just permeated into my being

earlier had just permeated into my being and I had created my ego and identity

and I had created my ego and identity

and I had created my ego and identity based on this need for recognition and

based on this need for recognition and

based on this need for recognition and ambition I hadn’t built my ego on

ambition I hadn’t built my ego on

ambition I hadn’t built my ego on something sensible like my values or my

something sensible like my values or my

something sensible like my values or my virtues are all those good things that

virtues are all those good things that

virtues are all those good things that I’ve picked up as a child and so it

I’ve picked up as a child and so it

I’ve picked up as a child and so it became my unravelling when we trust

became my unravelling when we trust

became my unravelling when we trust leaders we tend to follow them and Trust

leaders we tend to follow them and Trust

leaders we tend to follow them and Trust is a really important part of the

is a really important part of the

is a really important part of the equation for leaders leaders green and

equation for leaders leaders green and

equation for leaders leaders green and Meister talk about the trust equation

Meister talk about the trust equation

Meister talk about the trust equation and they talk about the fact that there

and they talk about the fact that there

and they talk about the fact that there is some key ingredients necessary to

is some key ingredients necessary to

is some key ingredients necessary to build trust credibility reliability

build trust credibility reliability

build trust credibility reliability intimacy but what can enhance or totally

intimacy but what can enhance or totally

intimacy but what can enhance or totally topple this over is the degree of self

topple this over is the degree of self

topple this over is the degree of self orientation and if the self orientation

orientation and if the self orientation

orientation and if the self orientation which is the overdone ego is done too

which is the overdone ego is done too

which is the overdone ego is done too much then people turn away we all know

much then people turn away we all know

much then people turn away we all know the people who love to talk about

the people who love to talk about

the people who love to talk about themselves endlessly

themselves endlessly

themselves endlessly so the stuckness of the ego is evident

so the stuckness of the ego is evident

so the stuckness of the ego is evident everywhere especially in the corporate

everywhere especially in the corporate

everywhere especially in the corporate world

world

world the uber boss Travis kalanick is

the uber boss Travis kalanick is

the uber boss Travis kalanick is suffering from that right now the ego

suffering from that right now the ego

suffering from that right now the ego has become stuck all of the skills and

has become stuck all of the skills and

has become stuck all of the skills and qualities that he had to create a whole

qualities that he had to create a whole

qualities that he had to create a whole new economy around the gig economy has

new economy around the gig economy has

new economy around the gig economy has now been his undoing

now been his undoing

now been his undoing I see it all the time walking into

I see it all the time walking into

I see it all the time walking into organizations you know that the ego

organizations you know that the ego

organizations you know that the ego orientation has become stuck when you

orientation has become stuck when you

orientation has become stuck when you see the oil painting of the CEO at

see the oil painting of the CEO at

see the oil painting of the CEO at reception or the multitude of car

reception or the multitude of car

reception or the multitude of car parking spaces by the senior team who

parking spaces by the senior team who

parking spaces by the senior team who like a nice close proximity to the front

like a nice close proximity to the front

like a nice close proximity to the front door or the top floor of this corporate

door or the top floor of this corporate

door or the top floor of this corporate head office with the plush carpets where

head office with the plush carpets where

head office with the plush carpets where they have a separate canteen away from

they have a separate canteen away from

they have a separate canteen away from the employees that’s when you know the

the employees that’s when you know the

the employees that’s when you know the egos in trouble the corporate graveyard

egos in trouble the corporate graveyard

egos in trouble the corporate graveyard of the financial crash is another good

of the financial crash is another good

of the financial crash is another good example of this ego stuckness Silicon

example of this ego stuckness Silicon

example of this ego stuckness Silicon Valley are facing the same fate right

Valley are facing the same fate right

Valley are facing the same fate right now what they have started off doing

now what they have started off doing

now what they have started off doing which was around building and sharing

which was around building and sharing

which was around building and sharing and creating knowledge has become about

and creating knowledge has become about

and creating knowledge has become about power and about money let’s talk about

power and about money let’s talk about

power and about money let’s talk about eco eco intelligent leadership is

eco eco intelligent leadership is

eco eco intelligent leadership is derived from the term ecological or

derived from the term ecological or

derived from the term ecological or ecosystem and we know that in the

ecosystem and we know that in the

ecosystem and we know that in the ecosystem

ecosystem

ecosystem living organisms relate to one another

living organisms relate to one another

living organisms relate to one another and their physical surroundings in order

and their physical surroundings in order

and their physical surroundings in order to survive eco intelligent leadership is

to survive eco intelligent leadership is

to survive eco intelligent leadership is similar to this you won’t see an organic

similar to this you won’t see an organic

similar to this you won’t see an organic Ram they won’t hand you a big

Ram they won’t hand you a big

Ram they won’t hand you a big organizational hierarchy when you go in

organizational hierarchy when you go in

organizational hierarchy when you go in the door so you can figure out who’s in

the door so you can figure out who’s in

the door so you can figure out who’s in charge here

charge here

charge here they will be interested in how they can

they will be interested in how they can

they will be interested in how they can create bigger better things with the

create bigger better things with the

create bigger better things with the differences they have in front of them

differences they have in front of them

differences they have in front of them they will create interdependent but

they will create interdependent but

they will create interdependent but autonomous teams they will think about

autonomous teams they will think about

autonomous teams they will think about markets that nobody has thought about

markets that nobody has thought about

markets that nobody has thought about they will expand the boundaries we have

they will expand the boundaries we have

they will expand the boundaries we have noticed in our research that the

noticed in our research that the

noticed in our research that the employee the employee engagement and in

employee the employee engagement and in

employee the employee engagement and in particular is enhanced by this eco

particular is enhanced by this eco

particular is enhanced by this eco intelligent leadership we’ve noticed

intelligent leadership we’ve noticed

intelligent leadership we’ve noticed that eco intelligent leaders are high on

that eco intelligent leaders are high on

that eco intelligent leaders are high on emotional intelligence they’re able to

emotional intelligence they’re able to

emotional intelligence they’re able to manage their emotions they describe

manage their emotions they describe

manage their emotions they describe feeling really calm no matter what the

feeling really calm no matter what the

feeling really calm no matter what the situation is and so they can be other

situation is and so they can be other

situation is and so they can be other regarding they can focus on the others

regarding they can focus on the others

regarding they can focus on the others that are in front of them they also have

that are in front of them they also have

that are in front of them they also have this tendency to want to serve they have

this tendency to want to serve they have

this tendency to want to serve they have reached the pinnacle of feeling that

reached the pinnacle of feeling that

reached the pinnacle of feeling that they have enough for themselves

they have enough for themselves

they have enough for themselves and now they want to do stuff for other

and now they want to do stuff for other

and now they want to do stuff for other people

they want to leave a legacy not a

they want to leave a legacy not a monument or a building named named after

monument or a building named named after

monument or a building named named after them they want to leave a proper legacy

them they want to leave a proper legacy

them they want to leave a proper legacy which will be the benefit of others

which will be the benefit of others

which will be the benefit of others Mandela Abraham Lincoln would be great

Mandela Abraham Lincoln would be great

Mandela Abraham Lincoln would be great examples of such type of leaders Howard

examples of such type of leaders Howard

examples of such type of leaders Howard Schultz from Starbucks who took over ten

Schultz from Starbucks who took over ten

Schultz from Starbucks who took over ten years ago is another example of somebody

years ago is another example of somebody

years ago is another example of somebody who took a business which was stagnating

who took a business which was stagnating

who took a business which was stagnating and worked really hard on engaging his

and worked really hard on engaging his

and worked really hard on engaging his employees ensuring that race relations

employees ensuring that race relations

employees ensuring that race relations were taken care of ensuring that

were taken care of ensuring that

were taken care of ensuring that education was open and available to his

education was open and available to his

education was open and available to his people the bottom line has reaped huge

people the bottom line has reaped huge

people the bottom line has reaped huge benefits because of this type of

benefits because of this type of

benefits because of this type of leadership it’s evident from the last 20

leadership it’s evident from the last 20

leadership it’s evident from the last 20 to 30 years that the world has leaned

to 30 years that the world has leaned

to 30 years that the world has leaned very much in an eco intelligent fashion

very much in an eco intelligent fashion

very much in an eco intelligent fashion globalization open-door boundaries free

globalization open-door boundaries free

globalization open-door boundaries free trade the free flow of goods and people

trade the free flow of goods and people

trade the free flow of goods and people would suggest to us that eco intelligent

would suggest to us that eco intelligent

would suggest to us that eco intelligent leadership is something that prevailed

leadership is something that prevailed

leadership is something that prevailed and I know from from sitting in a

and I know from from sitting in a

and I know from from sitting in a strategy module 20 years ago that was

strategy module 20 years ago that was

strategy module 20 years ago that was the way forward however perhaps we

the way forward however perhaps we

the way forward however perhaps we leaned too far in the direction and now

leaned too far in the direction and now

leaned too far in the direction and now the world has swung violently in the

the world has swung violently in the

the world has swung violently in the opposite direction towards ego

opposite direction towards ego

opposite direction towards ego intelligent leadership they want

intelligent leadership they want

intelligent leadership they want structure they want boundaries they want

structure they want boundaries they want

structure they want boundaries they want to preserve their identity they want

to preserve their identity they want

to preserve their identity they want protectionism they want nationalism

protectionism they want nationalism

protectionism they want nationalism because they feel like they’ve lost

because they feel like they’ve lost

because they feel like they’ve lost something hence we have brexit we have

something hence we have brexit we have

something hence we have brexit we have the current US super powers so it’s not

the current US super powers so it’s not

the current US super powers so it’s not about setting up a false dichotomy here

about setting up a false dichotomy here

about setting up a false dichotomy here I’m not suggesting that you should have

I’m not suggesting that you should have

I’m not suggesting that you should have lots of one and none of the other there

lots of one and none of the other there

lots of one and none of the other there are merits and pitfalls to both of these

are merits and pitfalls to both of these

are merits and pitfalls to both of these types of leadership we know that ego

types of leadership we know that ego

types of leadership we know that ego leadership is fantastic for speed and

leadership is fantastic for speed and

leadership is fantastic for speed and focus

focus

focus and getting things going and driving

and getting things going and driving

and getting things going and driving things through

things through

things through we know that eco leadership is fantastic

we know that eco leadership is fantastic

we know that eco leadership is fantastic for listening to conflict not dampening

for listening to conflict not dampening

for listening to conflict not dampening it down and creating consensus but

it down and creating consensus but

it down and creating consensus but building something even bigger and

building something even bigger and

building something even bigger and better there are pitfalls to both too

better there are pitfalls to both too

better there are pitfalls to both too much ego can ensure that there is

much ego can ensure that there is

much ego can ensure that there is rigidity stuckness as I described

rigidity stuckness as I described

rigidity stuckness as I described earlier too much eco and it all becomes

earlier too much eco and it all becomes

earlier too much eco and it all becomes a bit thrifty lack of decision-making

a bit thrifty lack of decision-making

a bit thrifty lack of decision-making like a focus so what do you need so the

like a focus so what do you need so the

like a focus so what do you need so the question I posed to you at the start was

question I posed to you at the start was

question I posed to you at the start was what kind of leader are you that’s an

what kind of leader are you that’s an

what kind of leader are you that’s an essential part of deciding how many we

essential part of deciding how many we

essential part of deciding how many we have these behaviors that you need or

have these behaviors that you need or

have these behaviors that you need or not becoming self-aware figuring out who

not becoming self-aware figuring out who

not becoming self-aware figuring out who you really are figuring out what your

you really are figuring out what your

you really are figuring out what your values and your virtues are will allow

values and your virtues are will allow

values and your virtues are will allow you to build up an identity that’s set

you to build up an identity that’s set

you to build up an identity that’s set on a very solid foundation this

on a very solid foundation this

on a very solid foundation this foundation will then help you to decide

foundation will then help you to decide

foundation will then help you to decide what are your areas that you want what

what are your areas that you want what

what are your areas that you want what behaviors do need more of do you need

behaviors do need more of do you need

behaviors do need more of do you need more ego do you need more eco one could

more ego do you need more eco one could

more ego do you need more eco one could go back to Travis kalanick and say

go back to Travis kalanick and say

go back to Travis kalanick and say perhaps there was too much ego here how

perhaps there was too much ego here how

perhaps there was too much ego here how about some eco intelligent leadership

about some eco intelligent leadership

about some eco intelligent leadership instead of fighting every single area

instead of fighting every single area

instead of fighting every single area that you go into why not work with the

that you go into why not work with the

that you go into why not work with the stakeholders that are there and try and

stakeholders that are there and try and

stakeholders that are there and try and create something even bigger and better

create something even bigger and better

create something even bigger and better so it’s really all about what works for

so it’s really all about what works for

so it’s really all about what works for you as a leader and this isn’t a cloak

you as a leader and this isn’t a cloak

you as a leader and this isn’t a cloak that you put on and it’s on indefinitely

that you put on and it’s on indefinitely

that you put on and it’s on indefinitely it’s something that you use every time

it’s something that you use every time

it’s something that you use every time you walk into a situation and you say do

you walk into a situation and you say do

you walk into a situation and you say do I need more ego here or more eco so you

I need more ego here or more eco so you

I need more ego here or more eco so you can decide for us it’s going to be a

can decide for us it’s going to be a

can decide for us it’s going to be a very interesting journey as researchers

very interesting journey as researchers

very interesting journey as researchers finding out how these behaviors impact

finding out how these behaviors impact

finding out how these behaviors impact on employee engagement and hopefully

on employee engagement and hopefully

on employee engagement and hopefully making our organizations a much better

making our organizations a much better

making our organizations a much better and more interesting place to work thank

and more interesting place to work thank

and more interesting place to work thank you

you

you you