Roberto Pelliccia’s Post

The Delicate Balance of Leadership: Privileges, Responsibility, and Public Connection Leadership comes with both privileges and responsibilities. While it's tempting to glorify leaders who shun their privileges in favor of a more humble approach, this perspective may be oversimplified. Let's explore why using leadership privileges responsibly can actually lead to more effective governance and stronger connections with the public. The Purpose of Leadership Privileges When a person is chosen as a leader, they are often granted certain privileges. These aren't meant to be personal perks, but tools to help them perform their duties more effectively. Such privileges might include: 1. Access to information and resources 2. Dedicated staff and support systems 3. Enhanced security measures 4. Streamlined decision-making processes These privileges exist to enable leaders to focus on their critical responsibilities without being bogged down by day-to-day obstacles that could hinder their effectiveness. The Pitfall of False Modesty It's admirable when leaders demonstrate humility. However, there's a fine line between humility and what we might call "performative simplicity." When leaders deliberately avoid using their privileges and try to gain public approval through ostentatious displays of simplicity, it can actually be counterproductive. Why? Because it can: - Distract from actual policy-making and governance - Create an unrealistic expectation of how leaders should behave - Potentially hamper a leader's ability to perform their duties efficiently The True Mark of Good Leadership Instead of focusing on whether a leader uses their privileges, we should pay attention to how they use them. A truly effective leader: 1. Utilizes privileges responsibly to enhance their ability to govern 2. Performs their duties meticulously and without bias 3. Maintains transparency about their use of resources 4. Focuses on results and effective policy-making rather than public perception Balancing Privilege and Public Connection While leaders shouldn't shy away from using their privileges, they also shouldn't become disconnected from the public they serve. Regular, genuine interactions with citizens are crucial. However, these shouldn't be staged publicity events, but rather opportunities for: 1. Gathering unfiltered feedback on government initiatives 2. Understanding the real-world impact of policies 3. Identifying issues that might not be apparent from official reports 4. Building trust and rapport with the community Conclusion Effective leadership isn't about rejecting privileges or putting on a show of simplicity. It's about using the tools at one's disposal responsibly, governing with integrity, and maintaining a genuine connection with the public. When leaders focus on these principles, they can create a governance style that is both efficient and relatable, serving the best interests of the people they lead.

In a recent poll, we asked: What percentage of leaders in our society—political and corporate—can be fully trusted? On X (Twitter): • 75-100%: 2% • 50-75%: 7% • 25-50%: 19% • 0-25%: 72% On LinkedIn: • 75-100%: 0% • 50-75%: 10% • 25-50%: 26% • 0-25%: 64% The poll results suggest a profound crisis of trust in leadership within both political and corporate spheres. With 72% on X and 62% on LinkedIn indicating that they believe only 0-25% of leaders can be fully trusted, it reveals a significant erosion of confidence in those who hold power and influence. Not to mention, over 90% believe only 0-50% of leaders can be fully trusted. What has been the consequences of this trust deficit? Societal Distrust: • Erosion of Social Cohesion • Rise of Populism Impact on Political Systems: • Lower Voter Turnout • Policy Resistance Corporate Consequences: • Decreased Employee Morale • Decreased Customer Trust Economic and Social Stability: • Financial Market Instability • Social Divisions Broader Implications and solutions The poll underscores a critical need for rebuilding trust in leadership. ME-Vision Academy is addressing this trust deficit through several key initiatives: • LeaderTrack Real-Time Anonymous Feedback System: By implementing a real-time anonymous feedback system, we are holding leaders more accountable and making them more transparent. This initiative ensures leaders are continuously evaluated and can adapt their behaviors to better serve their teams and communities. • Mobilising Successful Leaders: ME-Vision Academy is mobilising successful leaders across countries, sectors, and levels to transform leadership standards globally. By recognising and leveraging the expertise of proven leaders, we aim to set a higher bar for leadership excellence. • Transparency and Accountability: Leaders must commit to greater transparency in their actions and decision-making processes. • Engagement and Communication: Effective communication and genuine engagement with the public and employees can bridge gaps in trust. • Ethical Leadership: Emphasising ethical behavior and integrity is crucial. • Promoting Inclusive Leadership: Encouraging diverse and inclusive leadership can help address systemic biases and build a more trustworthy leadership base that reflects the communities they serve. Conclusion The poll results highlight a pressing challenge for society: the need to restore trust in leadership. Without addressing this issue, both political and corporate institutions risk facing significant obstacles in achieving their goals and maintaining stability. Building trust is not a quick fix but a long-term commitment to integrity, transparency, and genuine engagement with the people they serve. #leadership #Trust Elmarie Groenewald Deshun Deysel Bester Janine Hills Leon Steyn Dr Augusta Dorning Dr Shirley Zinn Malik Melamu

A short reflection on #leadership. I currently lead an organisation of more than 150 staff, a mix of policy analysts, lawyers, IT and data professionals, comms and finance experts. No two days are the same and I need to be comfortable dealing with the unexpected, flexing and surging as needed. As we start a new financial year, I’m forever grateful to the unsung heroes in the workplace; individuals who keep the office functioning, pay the invoices, ensure we all get paid at the end of the month, and keep our IT and data safe and secure. Sometimes as a leader it’s easy to forget what works well and instead spend the bulk of one’s day responding to problems and managing risks. So I want to say thank you to those colleagues who keep me safe, secure and able to do my job. I remember when I first transitioned into a senior leadership role several years ago in the Foreign, Commonwealth and Development Office. I was lucky enough to enroll in a senior leadership programme and recall vividly an executive coach explaining the difference between management and strategic leadership – the latter “always involves people”. It is not possible to lead successful teams without connecting with other human beings. That can be a challenge in today’s digital world where relationships are often built and maintained over a Teams call. Like my friendships, I prefer interacting with colleagues in person, face-to-face, rather than on screen or online. I think it leads to richer conversations and better connections. So as we start the new financial year, my resolution is to spend more time building those connections, both in-person and online (all ideas on the latter are gratefully received). It is easy to focus on the inbox or get diverted into addressing problems which others are better placed to resolve. As a leader, it’s important to come up for air and look ahead. I’ve learned through experience that it’s essential for me and my colleagues to know where we are heading and how we will get there. That’s where having a clear purpose, backed-up by a compelling vision and values, is invaluable in uniting individuals and teams, so that we can work together. Leaders imprisoned in ivory towers will ultimately fail. The other learning for me is the importance of actively listening and being open to persuasion. Yes, there are times when you need to be comfortable with ambiguity and to act decisively. But leading solely from gut instinct isn’t a good strategy. As in my personal life, I know I make better decisions at work once I’ve had the chance to talk things through and hear different opinions. My worst experience as a leader was when I failed to really hear and understand what colleagues were telling me. No leader is perfect. Everyone is a work in progress. But a genuine commitment to learning from failure will help avoid repeating the same mistakes. And to those unsung heroes at work who keep the wheels turning – thank you.

Ethical Conduct, Trust, & Accountability in the Workplace In today's world of Management & Leadership, Ethical Conduct, Trust, & Accountability has never been so important. Over recent years I have been somewhat reminded of this fact, and why the Hospitality industry is seemingly a breading ground for this type of mis -behavior among those in Leadership positions. Looking deeper, is there a level at some point where there is reduced layers of personal accountability, where some are allowed to step over the bounds of trust. With employees careers on the line, and sometimes in the balance, Leadership, and Human Resources Management need to always remember that they have been given such a privileged position of responsibility. They must be seen to set an example, and to always behave ethically, and to build that trust. Always remember that the position of Leadership always walks hand in hand with Accountability. Clive Hamdorff Regional Security & Risk Consultant, Japan. https://lnkd.in/g2fGfFJz

Redefining Leadership in Business: #A_Balanced_Approach In today's fast-paced and often cutthroat business world, there is a growing interest in alternative leadership approaches. Biblical leadership, rooted in faith, character, and service, offers a unique perspective that can be applied to various business settings. However, it's essential to navigate this approach carefully, considering both its potential benefits and challenges. #The_Benefits_of_Biblical_Leadership ■ Purpose and Meaning: Biblical leadership can provide a sense of purpose and meaning for both leaders and employees, fostering a more engaged and motivated workforce. ■ Ethical Decision-Making: A biblical framework can guide leaders in making ethical choices, even in complex and ambiguous situations. ■ Strong Relationships: Building relationships based on trust, respect, and empathy can foster a positive and collaborative work environment. ■ Social Impact: Businesses that incorporate biblical principles can contribute to positive social change and make a difference in their communities. #Potential_Challenges_and_Considerations ● Religious Diversity: Businesses operate in diverse environments, and imposing religious beliefs on all employees can create a hostile or exclusive work culture. ● Profit-Driven Goals: Balancing biblical principles with the financial objectives of a business can be challenging, especially in competitive markets. ● Practical Challenges: Adapting ancient biblical texts to modern business practices can require careful interpretation and application. ●Subjectivity of Interpretation: Different individuals may interpret biblical principles in varying ways, leading to potential disagreements or conflicts. #A_Balanced_Approach To effectively apply biblical leadership principles in business, it's essential to strike a balance between: 1️⃣ Core Values: Identify the core values that align with biblical principles and integrate them into the company's culture. 2️⃣ Ethical Decision-Making: Use biblical principles as a framework for making ethical choices, while also considering legal and practical implications. 3️⃣ Employee Well-being: Create a supportive and inclusive work environment that promotes employee well-being and spiritual growth. 4️⃣ Community Engagement: Seek opportunities to contribute to the community and make a positive social impact. 5️⃣ Flexibility and Adaptation: Be open to adapting biblical principles to the specific needs and challenges of your business. It's important to remember that the goal is not to impose religious beliefs on employees but to create a positive and inclusive work culture that is grounded in sound ethical principles. 👉🏻 Please share your thoughts in the comments 🙏🏻 Credit: Creator

Responsible leadership involves ethical decision-making, sustainability, and accountability, prioritising transparency, inclusivity, and social responsibility. It focuses on long-term impacts on all stakeholders and fosters a positive and inclusive organisational culture. Nouman Aziz, GPHR®: Dear Dr. Timmermann, based on your experience with leading multinational companies: 1️⃣ How do you define responsible leadership, and what key characteristics distinguish it from other leadership styles? 💡 For me, leadership is a responsibility in itself. People who lead, irrespective of the size of their entity, have defined their role as being the person in charge to guide others along a path, give direction, walk ahead and take over the accountability – for the risks but also chances. Integrity, trustworthiness, and prudence combined with a motivational and empathetic spirit to continue on the journey, even if the hill gets steeper or the rain sets in, are the basics to empower those who follow to cross borders and challenge the extra mile. Dominance, self-centricity and personal overstatement are the ingredients that make leader run ahead, lose their team members and end up alone. 2️⃣ Can you share an example from your career where responsible leadership significantly impacted your organisation or team? 💡 My life has been governed by tasks connected to change management, be it processes, mindsets or the new set-up of organisations. Humans, by nature, do not like change. It costs energy and creates risks. Defining a vision to inspire, structuring the steps of the journey, putting momentum into the movement, celebrating the successes as they come and never stopping to believe that the mission will be accomplished have paved the way for many changes that I could be part of. Turning KSB Company into a resilient and profitable global player and a great place to work is only one of them. 3️⃣ What are the biggest challenges leaders face today in practising responsible leadership, and how can they overcome these challenges? 💡 Fear and a lack of understanding that one's successes as a leader are solely based on the team's successes is bad medicine for a leader. Listen, learn and be brave without losing empathy, this is the better cure. At the beginning of every change journey, 20% will applaud, 60 % will shrug their shoulders, and 20 % will protest. Get them all on board. Targets are seldom reached on a straight road, accept curves, without losing the target. Life is a roller coaster; you are no superhero but as human as those that you work with. Share thoughts and feelings, laugh and inspire, make mistakes but learn fast, walk ahead and take risks.. with a smile – you are the leader! Is there anything missing? Feel free to add. I am looking forward to your thoughts and experiences in the comments. #leadership #responsibleleadership #socialresponsibility

Embracing Diversity and Navigating Challenges Stewarding Leaders Working in an environment where you stand out from the majority can be incredibly challenging. Your words and body language might be misunderstood, especially when you're part of a minority. It's natural for those with similar backgrounds, cultures, and languages to have a more straightforward experience. However, being different often means navigating a unique set of challenges, not because of hate or racism, but due to inherent social biases. The efforts required to be accepted can sometimes feel irrational. Being told to learn a new language or to conform to others' ways can be disheartening. As leaders, it's essential to communicate effectively with everyone, but not at the expense of our authenticity. Being true to oneself should never be compromised for the sake of fitting in. When you resist conforming, you might be perceived as angry or insensitive. In reality, it's often you who are being judged. Anything other than compliance can be seen as aggression or uncooperativeness. This perspective is often invisible to the majority because they don't experience it. Overcoming these challenges requires patience, education, and discernment. Investing your energy in meaningful conversations and ideologies that advance the business is crucial. Building relationships is important, but it’s wise to keep personal opinions that might conflict with the majority to yourself. Let your work speak for you. Focus on being practical, productive, and driving the business forward. Unfortunately, perceptions often carry more weight than actual contributions. It's essential to avoid those who seek blame rather than solutions. Continue to be fair and consistent, and act with integrity. Do what's necessary for the success of your team and the organization. Sometimes, it’s vital to remain quiet, as even those who support you might not fully support you. Rise above the challenges, make continuous improvements, stay true to yourself and others, and most importantly, keep living.

TRUST AND GOVERNANCE: LEADERSHIP AND MANAGEMENT Much of my consulting work is directed to leadership development, and supporting personal and workplace growth (they are not than different). In the spaces on LinkedIn where leadership, creativity and human development are discussed, it sometimes feels as if the idea of trust is being counterposed to good governance; that people thrive when they are trusted and given space to grow and express themselves - and are stunted by rules and policies which constrain them. The board of a company may have a high degree of trust in the CEO. The directors and shareholders still expect audited financial statements at year end. The CEO may trust her financial director, but she still requires appropriate financial controls and delegation of  authority. The director of operations may have deep trust in all the team leaders – but will still implement a project management system to keep track on progress. There is an analogue here in the bright line that is often drawn between “leadership” and “management”. Here the narrative is that leadership is all about vision, inspiration, motivation and energy, whereas management is about systems, reporting, accounting and compliance. In both cases the distinctions are flawed. Of course organisational culture should  encourage growth and autonomy throughout the company. And the more team members trust each other the more effective is the working environment.   At the same time, governance is the social contract that spells out ‘this is how things work around here’. Both are necessary, and as in all social spaces every person’s freedom is enhanced by clear and reasonable boundaries. All leaders have a responsibility to both inspire and guide – and guidance is in part  about what is not acceptable. It is also the responsibility of a leadership team to make sure that effective management systems are in place. And managers should not be reduced to organisational bureaucrats – it is part of their job to lead teams, and to encourage the growth of team members. Many coaches and management consultants seems to thrive on slogans and binary oppositions. In truth life is more complex. Trust is enhanced where boundaries are clear. And things work better when managers are leaders, and leaders see effective management as part of their responsibility. Nuance and balance are essential to the long term health of any organisation. Both governance and management are necessary to create and environment that supports growth. They may be done badly: then the response must be to fix them. not toss them out the window. #ResponsibleNonprofitBoardLeadership #Boards&Advisors

Trust and Accountability are core tenants to any high performing organization. The City of Roseville IT department is no exception. That is why the continuous improvement of trust and accountability was one of the key discussion topics at our annual management retreat. We hear about trust and accountability often, but what do they actually mean? Let’s explore: ✅  Trust refers to the confidence and belief that someone has in another person's reliability, integrity, and competence. It involves relying on someone or something with the expectation that they will act in a trustworthy manner, fulfill their commitments, and behave with honesty and integrity. ✅ Accountability is the obligation or willingness to accept responsibility for one's actions, decisions, and their consequences. It involves being responsible for the outcomes of one's behavior and fulfilling commitments or obligations in a transparent and responsible manner. Despite their differences, trust and accountability are closely intertwined in interpersonal relationships and organizations. 📈 Building Trust through Accountability: When individuals or organizations consistently demonstrate accountability by fulfilling their commitments, taking responsibility for their actions, and being transparent about their decisions, they contribute to building trust. Accountability reassures others that they can rely on the individual or organization to act with integrity and competence, thereby strengthening trust. 🔑 Trust Enables Accountability: Trust forms the foundation upon which accountability can thrive. In environments where trust exists, individuals feel comfortable holding themselves and others accountable for their actions and decisions. They believe that accountability is not punitive but rather a means to uphold shared values and achieve common goals. So what can we do as leaders in our organization to improve trust and accountability? 1. Create an environment where open communication and transparency is highly encouraged and practiced. 2. Make sure to reinforce positive behavior. 3. Resolve conflicts and rebuild trust by taking ownership of mistakes and making amends in a transparent manner when needed. In summary, trust and accountability are interdependent elements of high performing organizations. They reinforce each other, promote transparency and integrity, and contribute to the overall effectiveness and well-being of the organization and individuals. I encourage leaders at all levels to keep trust and accountability at the core of their actions daily. #trust #accountability #leadership #WeAreRoseville

https://lnkd.in/gXm-bXHt Ben Grimes provides very practical tips for leaders to support becoming more of an "empowering leader" - fostering a more collaborative and inclusive culture, that simultaneously supports individual growth and contributes to the organization's goals. One way to be a more empowering leader is to ask your colleagues questions like "how are you?" and "What are you working on?" then wait for the answer! This may seem like an easy thing to do, but let's face it, when we get busy, we tend to race to the facts and leave the connecting talk behind. But not taking the time to engage with someone, and check in may meet short-term needs but at the expense of long-term gain. Check out Ben's other tips for becoming a more empowering leader in this exclusive article for Institute for Well-Being in Law (IWIL). #lawyerwellbeing #legalwellbeing