Altruism and Ethical Standards in Neocharismatic Leadership™

Welcome again after our start guest episode we resume our conversation, Martin and I, around Neocharismatic Leadership. In this episode, we dive into the need for ethical leadership, how it can be implemented, and what are the implications for our future generations and sustainability.
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Transcript

Introducer: 0:03

Welcome to this podcast series on Neocharismatic leadership with author, leadership expert and coach, Dr. Ghadah Angawi and executive leader Martin Hedley, where they will both explore the recently published book, Neocharismatic leadership and the coaching topics it covers.

Ghadah Angawi: 0:30

Okay, Ghadah now that know who these neocharismatic leaders are, and what the prerequisites are for their leadership? What does a neocharismatic leader do? Or how is the group or the organisation that is affected by them affected? Yeah, thank you for asking this question. A neocharismatic leader, what they do is really three things, they evaluate, they create, they transform. So they are driven by a need to assess and evaluate a situation, come up with solutions, specifically creative new solutions, and execute these solutions by driving transformation and movement forward, and they can't help it. So if a neocharismatic leader walks into a room, they don't just improve the look of the place. First of all, they look at the place, they think, Okay, what needs to be done here, but they don't just add a plant, or, you know, few cushions or a nice rug that makes the place look nice. They don't look for improvement. It doesn't satisfy them. They assess the situation or the space in terms of how can I make this totally functional to its ultimate functionality? How can I make this work for everybody what can be done here. So they take all the furniture out, repaint the room, they might even demolish a wall to create a new space with another room, they might move the width to. If they can, then they'll actually do things with the ceilings, and then they're created from scratch. Because they think that if you just put improvement on a current situation, it might improve it for a while, but it's not going to serve the functionality for the changing context. They can see the external and internal factors in play ahead of everybody else, which makes their solutions not just improvement. You know what I mean? This example makes things a little bit clearer. So what do you think? I'm anxious to see your reaction to this? Okay so the first thing that strikes me in your comments there is that a neocharismatic leader is really looking for a radical solution, a little bit of change just doesn't seem to interest them. Which, you know, when you relate that back to, to my original question, how is the organisation affected by them, the fact is that the organisation or the group can be fundamentally changed by them. And I think that's important to remember all the way through as we continue in this journey. You mentioned the evaluate, create and transform sequence, which I really liked. Because from you know, from what I've seen, the strongest leaders that I've ever been involved with have done exactly that they haven't waited for anybody to come and tell them what's wrong, they've taken a lot of input. But you know, because your analogy is you walk into a room, you can physically see what's wrong. When you walk into a new organisation, for example, you can't always physically see what's wrong, but they do this, they they evaluate, and then they create a totally new vision, usually by themselves. And then they start to share that with others, get others involved, and that's when the transformation begins. So it you know, it is a stage but I think there's an overlap, because, you know, some people might still be trying to understand the new vision at the same time as others are ready to go, I understand it and I'm ready to go. So neocharismatic leader has to deal not only with all three stages, but also with the the integrations in between each stage and that certainly does explain a lot of what I consider to be incredible patience of the best leaders that I've worked under, you know that to me, I was usually the person that immediately saw the great idea and thought, Oh, yeah, we've got to go and do this. So I was one of the first adopters to go out and give it a try. And I could never understand back, years ago, I could never understand why a leader would be willing to say, okay, but these people aren't on board yet, we've got to get them on board. And I'm like, Well, no, let's just go do it anyway. You know, now, of course, I realised and I do the same thing myself, I bite my tongue, I do whatever I need to do. But I think, okay, I haven't brought this person along with me yet, so there's no point in doing full scale transformation until I do. So what you've just described, definitely describes the best leaders that I've worked with and under. Okay, it's great to hear, I thank you for adding this. It explains a lot in terms of how they like to carry people on board. They cannot not. Because they believe that whatever they're doing is, remember, they're altruistic. So they believe whatever solutions they're bringing, whatever creation they're going to create. It's all about serving the greater good of everybody, they want to involve everybody. So that's an integral part because their transformation is not for the sake of transformation itself. It's not because they like to change. It's not because they think this will bring more benefit to the organisation in terms of profit, and we've talked about this in stage one in detail, because this is what stage one is about. It's a combination of external and internal factors that they immediately perceive in a situation. And it's also a combination of people perception of that, of these solutions of what needs to be done people dreams, peoples aspirstions. And this is where the influential part comes. They are influential in terms of having not only to transform the organisation or the workplace, but also transcending people from a current situation to a different situation or platform where people start tapping into their creativity, getting inspired and feeling enthusiastic about being in this workspace. Yes, Okay, that makes sense. So what you're describing, or what I'm hearing you describe here as a sort of context for how it all starts. So I'm wondering, you know, in which context, are there different contexts, in fact, for each stage, when it should take place? Yeah, there are different contexts, individually a leader and as an individual contributor, or on their own in, in life, if they have no work, if they're unemployed, if they're just sitting there relaxing, say, on a holiday, they still want to improve, and they'll still want to evaluate and they still want to create the best out of every opportunity they see. And they have, they get bored, they start thinking about social issues, they start contributing to social organisations in their life outside work, they want to make the world a better place. So they think what needs to be done in this neighbourhood what needs to be done in this city, what needs to be done in my country, and they are never satisfied with what they have. They've all they're always looking for new opportunities to evaluate, create and transform. That's as an individual's, you know, So the context then suggests to me that it can very often start before one actually joins the organisation or the group. So you could actually be forming an organisation or a group in order to make this change, which is pleasing to me, because as I've said before, I think several times, you know, I hate that leadership development has focused so much on organisational leadership, which people tend to equate to big corporations, government, etc, etc. When it isn't, what we're trying to do here is to empower the individual wherever they are, and in whatever context they find themselves. You follow these three steps, and you build the prerequisites of Neocharismatic leadership andthen there's no reason to stop you. Yeah. And remember, they have the prerequisite self awareness, they're visionary, and they're empathetic. So these three elements, when they're existing in a person and an individual, in a situation, they provoke them to be aware of their own emotions and thoughts regarding where they exist and immediately the vision kicks in. And then they think about others, because there is a balance between my own self awareness and being empathetic with others. And the vision is like the focal point, it brings the two together. And all of a sudden, this person becomes engaged with this context that they exist in. So if they're individual contributors, as I said, they immediately look for opportunities, how they can reach out to the community, or for help become part of what's going on. And actually, they could be immediately leading even without becoming leaders. And now with the social media, you find young people, you know, doing things without even being licenced, to do it, or going for the official formul route to get it done. They just do it. They gather people around them, they speak on social media, and all of a sudden, they have all these followers and become influential, regardless of what is the context is and no. I agree. Yeah, I think that's the power of it, you know, the power of social media, you know, good, bad or indifferent. But the you know, this is one of the good powers of social media, is that it allows everybody the opportunity to lead and all you have to do is recognise that there is a need for change, and start to influence others. So yes, anyone you don't, you don't have to be in an organisation. So if any of our listeners are out there thinking, Oh, yeah, I'm not part of a big company, or I'm not part of a government, it really doesn't matter anymore. The internet and social media has set us free. And in a way that you don't think some, even the biggest establishment have realised yet. Yeah, and, you know, the, this is manifests by the fact that many big organisations and governments get sideswiped by, you know, really powerful movements that have started exactly like this. So, you know, yes, I agree that I, you know, I don't see any other way for transformation to take place. And I encourage it, I think that is, in fact, the best way transformation ought to start from now on is people just seeing a need and moving. Yeah. And once they are engaging with others in a relationship, you know, a group of people. This group of people, they start immediately forming a team, they start influencing people in a way that people values, click with them. And once the values are aligned, unintentionally, even if they don't know about this, even if they're not thinking about the values, they immediately are aligned, and that becomes the team. And immediately you see the movement to the energy of people volunteering to do things with them, and they just create that momentum, that doesn't stop. And if it fails, or hit a wall, that they create another opportunity, and this is just ongoing, Yes, that seems to me to be the resilience that is required, because you're most of us have good ideas. Probably everybody in the world has at least one magnificent idea, a year. So the evaluate stage makes a lot of sense. You know, people can say, Oh, this is wrong, or I don't like that I can come up with something better. But of course, as soon as you start to talk to people about your idea of something better, they then come back to you with with how they see it from their perspective, which of course could be different. So they might intrinsically agree with what you're saying they may have some concerns about the detail. So one of the things that we have to do is build that resilience in individuals that want to lead to understand you're going to face this, people will challenge you, people will question you, people will suggest alternative ways of doing it. And for you to realise that that is the benefit that if you can get that person on board with you, you now have a much stronger picture of what to create. And again, as the movement grows, then what to transform. Yes. So there is this bit of a challenge. That what makes neocharismatic leaders different. They, how do I say this? They crave for the challenge. It is what makes them even more enthusiastic about implementation of their ideas. Because once there is a challenge, they know that they're moving forward. If there's no challenge, there is no resistance for them doesn't become interesting. Because part of them is. Yep Okay. So in effect, if you're not willing, or if the challenge then dampens your enthusiasm and causes you to stop, but then clearly you're not a neocharismatic leader, you've got to realise that you've got to get above and beyond this. And that also, every leader ever has always gone through this process, so don't worry. It's quite normal Right? Yes. Okay, I get that, so how do the 10 behavioural roles? How are they distributed? And you know, are they linear? Are they cyclic or parallel? Because here we talk about the three phases. But then of course, there are bits in the middle. Yes. So stage number one is the search for opportunity, which is where the leader evaluates things, to find out what opportunity there exists that can happen for them to make a transformation. And stage number two is the creation of the opportunity with others. So it's the formulating a shared vision. And stage number three is the devising means for implementation for achieving the vision. And this is where the transformation, the actual transformation happens. And you see leaders in action and we will talk about 10 behavioural roles in in the three stages, three in the first, two in the second, and then five, in the last stage. And really, they overlap. They take turns. And sometimes it's small cycles, sometimes it's large cycles. But I described this in my model, like an orbit, these stages, they orbit around the leader themselves, they create an orbit of three stages around them, where they run in each orbit simultaneously, while the other is still ongoing. If you can visualise, you know, the universe, or our solar system, where every planet is running in its own orbit, and the leader actually is travelling between these orbits constantly, making sure that everything is running well over there, but they don't remain in one orbit, they move from one area to another, and they create another orbit of three stages around that area. So look at it from, you know, 360 or multi dimensional perspective, what it becomes something tangible and moving around you. And you don't you're not satisfied that the organisation stands for me, but you get into the departments and you go into the divisions and you even visit people and create around each person their own orbit of three stages. And how do you do this? This is the amazing part. How do you do this? So once in my research, a leader was prescribed as being challenging by the look, that just the way they walk and talk to you, it creates that momentum in the space before even they start talking. Everything about them is different, it creates energy in people. Yes, I can see that, it's, it's fun actually to, to feel that energy, whether you're the leader or you're the follower, doesn't matter. But, you know, there there is a certain sense that you're really going to enjoy what's coming next, even if you don't know what it is. And I think that's a reflection of it. Yes, and for me to observe these leaders and you know, interact with them, it created momentum in my own life as I was researching and as I was coaching, and I come back with more energy than I had before the interaction, which means what they have transfers to others. And I want to I want to stop here because I think we are about to, reach the end of this episode, but I'd like the listeners to follow through the coming episodes and see how this energy transcends to others and how we as followers with these leaders tend to learn from them and role model there behaviour. So thank you very much for listening. Thank you Martin for the beautiful episode. And looking forward to our next, see you soon.

Martin Hedley: 20:09

Thanks, Ghadah, bye bye.

Introducer: 20:11

Ghadah and Martin. Hope you enjoyed this episode. There is more information available at Neocharismaticleadership.org and if you would like to discuss coaching or training for yourself or your team, you can contact Ghadah and Martin through the website. We look forward to your participation next week. Until then, goodbye