“Difference is the essence of humanity”. This profound statement by John Hume encapsulates a fundamental truth about human nature — our diversity and individuality are really the core of what actually makes us human. When we consider this idea in the context of leadership and management, it becomes clear that embracing these key differences between the two could be the key to more effective leadership. But how can we do this?
Leadership Beyond Management
In the world of business, leadership and management are often used interchangeably, but this is a mistake. Leadership and management actually entail distinct approaches and philosophies. Management can include systems and processes to follow, it is, by its very nature, more operational. Whereas leadership encompasses a wider set of skills, including complex decision making and greater accountability. A mistake frequently observed in business is treating leadership as merely another process to manage. So, what precisely does this mean?
Picture a time when you had to follow a rigid process. For some, this might evoke a neutral response, while others might appreciate detailed step-by-step instructions to support the process. On the contrary, some might recoil at the very thought of being bound by regimented steps. (I, for one, fall into the latter category, and I know many others in leadership too!).
Now, recall an instance when you felt like just another cog in the machine — a mere entity to be processed and managed in the workplace, without any consideration for your unique needs or optimal work style. While systems, processes, and efficiency are undoubtedly vital components of effective management, they can fall short when applied rigidly to human dynamics. In all my 15 years experience of leadership, a big push factor to leave a current position or dissatisfaction within a work role, is feeling underappreciated or not valued as a person. Merely being that “cog” rather than an individual is what leads to reduced workforce wellbeing and ultimately, reduced productivity along the way.
True leadership then entails understanding that every individual is more than a number; they are people with diverse work styles, skills, and developmental requirements. It goes beyond managing adherence to a set procedure and delves into the realm of acknowledging the human aspect of colleagues and teams.
Elevating Management to Leadership
The starting point to transform management into effective leadership, is to focus on developing responsive managers — someone who recognises and honours the individuality of their team members. This transition is not about imposing a strict structure or expecting everyone to conform to a singular approach. Rather, it involves appreciating that individuals thrive under different conditions.
Some team members might excel within a structured environment, finding comfort in well-defined processes. Others might require a degree of order while also valuing autonomy. This recognition of individual preferences and needs is a hallmark of effective leadership. My most productive (and happy) team was when I truly mastered how to do this yet, at the same time, still create a cohesive team, where all team members felt included and fairly treated.
Putting the “Human” in Leadership
At the core of leadership lies an understanding of humanity. Successful leaders also see beyond the roles and responsibilities their team members hold; they recognise the unique qualities that make each person valuable. This perspective contrasts starkly with much of conventional management training that tends to place individuals in predefined boxes. Profiling such as DISC, enneagram or Myers-Briggs to name a few, are useful but they are not the be all and end all. They can be a good starting point but an over reliance on them is detrimental to effective leadership. Over reliance on these tools means staff can feel dehumanised and devalued, that they are not seen as individuals and their nuisances missed.
When humanity becomes an integral part of leadership, the dynamic shifts. Instead of relying on authority and power to dictate actions, leaders who embrace humanity inspire their teams to willingly follow. There’s no need for coercion or conflict; instead, a shared sense of purpose and a genuine connection drive the team forward.
Impact of putting the “human” in Leadership.
Its well known that bad leadership impacts wellbeing, productivity and retention. Research has found destructive leadership has a detrimental impact on employees behaviour, such as workplace deviance and avoidance, as well as impacting job satisfaction. But so often non-effective leadership is masked by results. Focusing on the results and not how the results are obtained, leads to the same impact – low wellbeing of the team, reduced productivity and increase in turnover in staff/team members.
This has a cost to business, with it estimated the cost to replace one employee is 6-9 months of their salary. This is significant cost, even when based on the minimum wage, and can escalating into significant sums depending on where the employee is in the organisation. As humans we don’t like change, thus there are wider ramifications on not just the immediate team, but other colleagues and the organisation as a whole.
And of course, employees feeling satisfied isn’t just about their wellbeing (Although of course that’s important!) Happy workers are actually 13% more productive in the workplace.
Conclusion
In a world increasingly driven by data, processes, and systems, it’s crucial not to lose sight of what truly defines us — our differences and our humanity. John Hume’s wisdom reminds us that these differences are not weaknesses to be managed out but strengths to be harnessed. Leadership is not a mere management process; it’s an art that celebrates diversity, values individuality, and uplifts the human spirit.
As we navigate the complexities of leadership, let us always strive to incorporate the essence of humanity into our approach. Let us lead not by bending others to our will, but by understanding, empowering, and inspiring them to reach their fullest potential. Only then can we truly unlock the transformative power of good leadership.
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