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Results-Based
Leadership: Putting
employees first before
customer and profits

Written by:
Sattar Bawany

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Putting the customer first has been the mantra of many companies for a long time. But,
however correct the mantra may be, perhaps its time to question the wisdom of it.
Some companies already have, that is, put the customer second, after employees. The
results are surprising and enlightening engaged and contented employees and
companies cited for their best practices. Moreover, customers are satisfied. This article
presents an operating model and proven approach for putting employees first.
Steady, long-term competitiveness requires an organization to be committed to putting
employees first and developing quality training programs that are linked to its strategic
objectives. Without a true commitment to the employees at all levels throughout an
organization, the journey to enhance organizational performance will be an elusive
adventure. Quality employees equate to organizational success. Unqualified and poorly
trained employees equate to organizational failure.

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Putting Customer Second

An organizations employees have always made the difference between a truly
successful organization and a mediocre entity, but its amazing how often managers
overlook or discount this fundamental recipe for economic survival. Organizations with
cultures that focus on their people and that invest in their future will in the long-run, be
more competitive than cultures that view employees as mere costs to be reduced in
times of trouble.
Extensive published research including from CEEs own consulting engagement, have
resulted in the understanding that the organization that plans every action around its
employees will thrive in the marketplace.
Its the employees who breathe life into an organization for its their skills and abilities
that give an organization its competitiveness. It is often forgotten that productivity and
the economic rewards that go with it are achieved through the people of an
organization. A fundamental rule of organizational survival is to put employees first and
develop their abilities and skills by establishing a quality training environment.

Leadership Styles in Engaging Employees First

Many managers mistakenly assume that leadership style is a function of personality
rather than strategic choice. Instead of choosing the one style that suits their
temperament, they should ask which style best addresses the demands of a particular
situation.
Daniel Goleman brought the notion of "Emotional Intelligence (EI) and Emotional
Quotient (EQ) to prominence as an alternative to more traditional measures of IQ with
his 1995 mega-best-seller Emotional Intelligence. According to Goleman, "A leader's
singular job is to get results. But even with all the leadership training programs and
"expert" advice available, effective leadership still eludes many people and
organisations. One reason, says Goleman, is that such experts offer advice based on
inference, experience, and instinct, not on quantitative data.
Research has shown that the most successful leaders have strengths in the following
emotional intelligence competencies: Self-awareness, self-regulation, motivation,
empathy, and relationship management. There are six basic styles of leadership;
each makes use of the key components of emotional intelligence in different
combinations. The best leaders do not adopt just one style of leadership; they are
skilled at several, and have the flexibility to switch between styles as the circumstances
dictate.
Each style has a distinct effect on the working atmosphere of a company, division, or
team, and, in turn, on its financial performance. The styles, by name and brief
description alone, will resonate with anyone who leads, is led, or, as is the case with
most of us, does both. Commanding leaders demand immediate compliance. Visionary
leaders mobilize people towards a vision. Participative leaders create emotional bonds
and harmony. Democratic leaders build consensus through participation. Pacesetting

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leaders expect excellence and self-direction. And coaching leaders develop people for
the future.
Since leaders lead people, the style with which you do it is important. It must truly
represent you, fit with the situation, the results you wish to achieve and the people you
hope will follow your lead. In truth, having a particular style is not as essential to being
a leader as having a vision of what could exist, being committed to the vision, bringing
great energy to realising that vision and having people to support you.
How to improve employee loyalty is one of todays most difficult problems that
troubles business leaders. Research has consistently shows that by putting
employees first you can actually deliver your promise of customers first. If you do
not put the employee first if the business of management and managers is not to put
employee first there is no way you can get the customer first.
We have found that the Employees First approach produces far more passion than any
motivational or recognition program. Why? Because it proves that management
understands the importance of the work being done by the employees in the first place.
It demonstrates that we are actively helping them in ways that make it easier for them
to do their jobs. It shows that we trust them to do what needs to be done in the way
they believe it should be done. And it shows that we respect them for the value they
bring to the company.
We give them understanding, help, trust and respectwhich are the drivers of employee
engagement.
There is growing evidence that the range of abilities that constitute what is now
commonly known as emotional intelligence plays a key role in determining success in
life and in the workplace. Recent research has uncovered links between specific
elements of emotional intelligence and specific behaviors associated with leadership
effectiveness and ineffectiveness.
Like parenthood, leadership will never be an exact science. But neither should it be a
complete mystery to those who practice it. In recent years, research has helped
parents understand the genetic, psychological, and behavioural components that affect
their job performance. With the latest published research, leaders, too, can get a
clearer picture of what it takes to lead effectively.
Leadership is all about the ability to have impact and influence on your followers so as
to engage them towards achieving results of your organisation through both
Ontological Humility and Servant Leadership & Level 5 Leadership Styles blended with
elements of Socialised Power/Social Intelligence Competencies. With the latest
published research by CEE, leaders, too, can get a clearer picture of what it takes to
lead effectively. And perhaps as important, they can see how they can make that
happen. The business environment is continually changing, and a leader must respond
in kind.
Hour to hour, day to day, week to week, executives must play their leadership styles
like a prousing the right one at just the right time and in the right measure. The

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payoff is in the results. LE

Author Bio
Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of Centre for
Executive Education (CEE Global). CEE offers human capital management solutions
for addressing challenges posed by a multigenerational workforce including talent
management and executive development programs (executive coaching and
leadership development) that help leaders develop the skills and knowledge to
embrace change and catalyze success in todays workplace.
Email sattar.bawany@cee-global.com
Visit www.cee-global.com
Category : performance
Tags : customers organizational performance results-based leadership

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