Effective recruitment leaders practise three daily habits
Thursday, 31 July 2014 2:17pm
Effective recruitment leaders have three distinct habits that help both themselves and their teams achieve long-term success, according to leadership specialist Roma Gaster.
Ineffective recruitment leaders are often driven by results and short-term gains, but those who achieve sustained, long-term success genuinely consider other stakeholders in all transactions, said Gaster, who is a director of leadership consultancy, The Leadership Circle (TLC).
"The really good [recruitment leaders] have extremely long-term relationships with clients, they're intentionally professional – thinking about the wellbeing of the individual they're putting into a role, they're thinking about the organisation they're working for – and they have the authenticity and awareness to say no when it isn't going to work," she told Shortlist.
A recent study of 25 "highly effective" business leaders, who were identified in TLC's pool of 4,500 profiles based on staff interviews and key performance metrics, revealed a large part of their success hinged on habits, said Gaster.
"We found that these leaders are really aware that what they do isn't happening by mistake. What they do is a culmination of many years of doing lots of rituals, practices and habits," she said.
"One leader called it being 'reflective in action' – being consciously aware of everything they did and making sure it was always in the best interest of the company, their people and themselves."
"Being driven by results, and rushing from one meeting to the next and worrying about 'get, get, get' dramatically took away from the ability to lead, and be conscious in the moment."
Three common habits of highly effective leaders
The TLC study revealed three core habits that are common to highly effective leaders, comprising:
- Focus on tasks – Leaders must have the ability to focus on the specific tasks they need to do, typically using a sophisticated to-do list that allows them to plan their days, said Gaster. The to-do list is not conventional; rather it focuses on "horizons" for the short, medium and long term, she said. "They structure their days, weeks, months, and their meetings. With every meeting, or day, or week came intent to ensure not only the best outcome, but how it links up with their overall vision." Gaster used the example of some leaders who schedule 50-minute meetings, allowing 10 minutes in between to plan for the next meeting. "It's to recoup, focus and recover, but also to focus on 'how do I be intentional for the next 50 minutes? How do I consciously lead? How do I consciously develop? How do I focus on each person in a way that will bring out their best?'"
- Focus on people – Effective leaders also have a strong focus on people which is not restricted to the workplace and includes their family and community, Gaster said. "The most frequent strength identified – 75% or more – was a strong focus on people. This includes connecting to others and building solid relationships. Specifically, it includes caring and showing compassion and empathy for others; treating others with dignity and respect; putting others at ease, often through the use of humour; taking an interest in others; making them feel valued; and leading people according to what that person needs the most – it's person-specific leadership."
- Focus on themselves – This helps leaders maintain their professional focus and proactivity, increase their appreciation and gratitude for their position, and become more aware of their own emotional state, Gaster said. Effective leaders typically have exercise routines and time for quiet reflection, which allow them to recognise daily success and put their next task or goal into perspective.
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