Learn how we lead in various spheres of our life and how a leader can reinvent himself

We are leaders in various sectors of life, aren't we? In fact, we own our own nose. We are leaders of our life and our history. We lead our will, our enthusiasm, our family, our children, our companions, our followers, our home. Leadership in every way.

Communication and leadership must go together, because there is no way to motivate to do something in favor of a mission in a state of inertia. It takes much more than speaking clearly and objectively.

It is essential that the message, whether spoken, thought or written, can be understood in its essence.

In order for you to learn even more about the importance of becoming a good leader within your organization, and the benefits for your career, we have separated, in this article, topics full of content. Check it out!

• What is the importance of a leader?
• How do I become a good leader?
• How is leadership evolving?
• Bonus content: Interview with Mark Graban
• Don't stop now!

Are you ready?

What is the importance of a leader?

The leader is an individual of great representation within the organization, he performs functions that bring a lot of responsibility and a high decision-making power in the face of the processes of his position.

Good leaders are even more essential for the progress of a company and offer employees a great representation of the organizational culture and the way in which the work should be performed.

In addition, leaders are people who offer examples to their followers and focus on making the work environment pleasant and rewarding for those who are inserted in this context.

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How do I become a good leader?

Acquiring knowledge is essential to underpin the security of knowing how to command, but opening the doors of human sensitivity has proven to be essential and is increasingly on the rise.

From now on, speaking with the soul and heart will be one of the tools to be increasingly studied, used and disseminated. The reading suggestion for the leader will not only be the technical book and will also cover the category of novels.

Being a leader takes work and is arduous. Self-knowledge of leaders and followers and knowledge of each other is necessary. I would even say that it is a constant learning, because people change constantly.

They change their way of thinking and acting and that's natural. We are human beings under construction. We are shaped by external circumstances beyond our will and it is these that make us mature and grow.

A painful process that requires willingness and patience to know and especially to understand the other in his various moments. Much more than empathy. I'd even say what synergy.

The energy-oriented sciences are coming with everything and the application of methods aimed at it has proven effective.

How is leadership evolving?

The world has evolved and has opened the range for emotional intelligence, systemic intelligence, family constellation, meditation, faith, such a thirst for the search for effective solutions aimed at the self, because it is public and notorious that when we are well, everything flows.

Leadership does not only apply to professional life in leading subordinates. We are all leaders, including us. We have numerous responsibilities that depend only on us. We have commitments of unparalleled importance that influence all those who depend on us.

Our children, our customers, our bosses, our companions, our parents, our friends, our colleagues, our work. Everything works like a gear to walk well.

It is amazing how the power of rotten orange has the power to contaminate the whole set and that is why finding the right harmony is almost a work of art with a single difference: there is no time to lose, otherwise chaos and damage set in, making it difficult to repair, bringing incalculable damage.

It takes a lot of work to lead life itself and requires constant improvement. The world doesn't spin, bonnet! The changes occur in the blink of an eye and those who followed the passage from the industrial revolution to the digital revolution should say so.

Everything changes and too fast, requiring an almost supernatural effort to keep up with all this metamorphosis that runs us over.

Diversities of the most diverse types, mainly in the way of thinking and acting. We do not choose the ideal profile of the people who live with us. In fact, we are not perfect and no one is.

It is arrogant to demand perfection that does not exist, whether it is in our personal or professional life. It's surreal to think you have control of everything and everyone. You may even think that you have control over some situation, but life does not come with a remote control, let alone with a manual.

People are introduced to us by life,  we do not always like those who live with us and there is always something in them that bothers us or that will bother us. It's the differences.

Some people come to add, adding experiences and knowledge, making you feel well-being and in this way everything good happens.

The development of leadership behaviors should be developed by professionals who want to achieve higher levels and responsibilities in their position. For this, the study of leadership techniques must be improved and directed to the professional advancement of each individual.

Bonus content: Interview with Mark Graban

To stimulate knowledge in leadership, we brought today, in this article, the video of consultant Mark Graban in partnership with the Voitto Group, at one of the largest events on operational excellence, guided by CEO Thiago Coutinho.

Check out the full video interview (or read the transcript below):

Thiago Coutinho: We're supposed to talk about measures of success, stop to react to noise, and lead for consistency. The first question is: “how can we define what is noise?”

Mark Graban: “So if we're looking at, we could call it a metric, or performance measure. So we're looking at something on our corporate dashboard. 

And that metric if we chart it, and this is one of the important thing, so actually even to do a simple run chart, or a line chart of 12 data points or more shows us the context of what's happening to our metric over time because what happens with a lot of business metrics, is they are basically just fluctuating around a stable average. 

And it's possible that these data points are that some are better than average, some are worse than average. So those data points we might describe as noise. So we want to be careful that we stop reacting to those data points that are noise and instead react to only two data points that we could call statistical signals. 

So we have noise, we have signals, and we use a tool called a process behavior chart. It's a form of control chart. If people know that terminology. It's basically a run chart that then has three additional horizontal lines added to it.

That average that's calculated and plotted on the chart. And then there are calculated lower and upper limits that go around the data there plus or minus three sigma around the average and so that chart and those lines and three simple rules help us detect signals, anything that's not a signal is noise. 

So the easiest signal to see visually is any single data point that goes above the upper limit, or below the lower limit those data points are worth explaining or researching or understanding or doing root cause analysis about. 

So I think you know the advice for business leaders is stop reacting to all of the noise and react to signals when you see them on a process behavior chart.”

Thiago Coutinho: “That’s pretty interesting, but what kinds of actions can the leaders take to avoid overreacting to the change?

Mark Graban: I think you know, the main thing is using process behavior charts and using those three basic rules that help us filter out noise so that we can be reacting to signals. 

So that first rule again is any data point that goes outside the calculated lower and upper limits. The second rule is anytime you have eight consecutive data points that are all above the average, or all below the average that would tell us that the process performance has shifted.

And then the third rule is to look for either three consecutive data points, or three out of four consecutive data points that are closer to the limit than they are to the average if there's a cluster of data points. I'm circling a chart that I see in my mind.

So again, like we want to avoid or we want to Stop overreacting stop reacting to noise. So again, the process behavior chart helps us determine when we've got signals worth reacting to now. 

If we have a chart and a metric that shows nothing but noise, and we don't like where the level of performance is, we can still improve the system or we have to improve the system. 

So the way we can do that is to ask a question like, Why is the average and the range of performance not where we want it to be, that's a different question than asking, Well, why was that last data point that.

So we want to be systematic, we need to understand our systems, and we can stop reacting to every upper down in our metrics.”

Thiago Coutinho: Yeah, what about the company, Mark? What are these simple strategies that can be taken to help leaders focus on the right thing?

Mark Graban: “So focus on the right thing and that means, again, stop focusing on the wrong thing, you know, stop running your business off of two data point comparisons of saying, well, last month was worse than the month before. that could very well be noise in the metric. 

A lot of businesses will just continually make two data point comparisons one month against another one year against another even one hour against the previous hour, so better yet, is to create a chart, look at more than two data points, look at 12 data points or 20 data points…”

Check out the interview in full and further improve your knowledge in leadership, developing your career and generating recognition and appreciation for your professional life.

Don’t stop now! 

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