Management Perspectives

Our world is in turmoil, and so are we. We are shifting, changing, and questioning our purpose and future. Business is rethinking its frame and structures. Leaders are being asked to be more and do more in this confusing time.

In the middle of all this, leaders need to centre themselves. To understand their individual self and look after themselves. And they deserve to be happy and content. By working towards this approach, they will become the leaders who balance themselves, remain open to the future, and embrace whatever comes. They will lead with strength and kindness. The concept of happy, healthy leadership reflects recent shifts in thinking about the competencies needed for effective leadership.

Besides the technical aspects, the concept of happy, healthy leadership includes more human qualities, such as emotional intelligence and compassion. These are necessary, but need to be blended and connected more because we cannot compartmentalise the human side of a leader and treat it as different to the technical capabilities.

They all live in one complete human being- the leader.

Being a happy, healthy leader

This requires that first, you should know yourself. You accept yourself and are confident with humility. You work from a value base that you know and understand, and use in your daily life. Happy, healthy leaders look after their mental health and physical health. Such persons have a good and effective selfcare plan that focuses on health and aims for contentment, if not happiness. They know and understand their skills and strive to build their capabilities.

Healthy and happy leaders keep their eyes, ears, and heart open to the incoming future, remains undeterred, and collaborates with people. They see no need to dominate, to be better than. They ensure that they have the skills and knowledge needed to lead. And they are willing to learn and pause and reflect. Overall, they will grow and develop as a leader, facing their helpful and unhelpful aspects. They are realistic in accepting their strengths and fallibilities—their own human frailty, which we all possess.

What are the key qualities and assets?

• Personal qualities

1. Core values and beliefs These should be the backbone of a leader. We all have them, but we do not always know, recognise, or use them. Ancient writings always emphasise the importance of their worth. This is a lesson from which we can learn. Pause and think about what is central to your value base and beliefs. Where did you learn them? What is the legacy that you are being part of—from your family or your understanding of hope for the next iteration of our society? Aiming for decency, integrity, inclusion, and kindness. To what extent do your values reflect these qualities: peace for self and others-seeking harmony and reconciliation; for people- putting others before self, always; sacrifice and simplicity-sacrificing self for the greater good; integrity, kindness, and concern for others? Think about how well you are living and working from them. All the time or just sometimes? Do live your values for the collective or yourself? What would those you lead say about your values and integrity? Answering these questions leads to a greater understanding of yourself. This enhances your health and contentment. If you are realistic about the need for compromise and how you will recompense when you breach your values.
2. Self Often, we like to think of ourselves as superhuman, almost automatons. But we are not. Our bodies, hearts, and minds are finite and need to be looked after. When we do, then they provide us with a solid platform from which to excel in our leadership. Have a mental health and physical health check. Learn about how you cope with uncertainty, what triggers your stress response, what enables you to cope positively, and what leads to you being negative and possibly selfsabotaging. What are the hidden aspects of yourself that you don’t like to think about? How can you look at them safely and heal? What helps your self-esteem? What blocks it. How do you deal with emotions? How comfortable are you with being happy? Once you have learned about your current approach to self-care and selfrespect, then build and keep a plan. Use it to stay healthy and happy. Make sure you choose elements that fit you and are helpful. We have so much choice in terms of health and well-being. Select wisely from the ancient traditions such as ayurveda and consider western approaches.
3. People in our circle Regardless of whether our society is one that emphasises the individual or the collective, it is the people in our lives that heavily influence our health and happiness. Both at home and at work. Some nourish us and others can deplete, even starve us. Review who is in your life, from close and loved ones to acquaintances. From very close colleagues to someone who you only see in a monthly meeting. What is their contribution to your health and happiness? If they are detrimental, can you decrease their impact? If they are positive, how can you celebrate them?

• Work qualities

1. Enacting core values It is translating values into actionable steps that makes the difference. Very few achieve this. If we say we have values, then we have an obligation to bring them alive and live by them. For example, understanding, fairness, and equanimity. Create criteria for fairness and equanimity to understand situations and decide. Treat others with dignity and respect- regardless of that person’s seniority. Admit fault with humilitybe willing to self-correct. What other actions could you use to enact your values? Perhaps you already have some, why not continue? Make sure that what you do matches your values and beliefs. Be oriented to reality and ask others for feedback.
2. Being able to function in the job There is no definitive qualification to lead. An MBA may help. What is important is to ensure that you have the skills, qualities, and knowledge to lead in your field. This may mean having generic skills, such as communication alongside subject-matter expertise. Be willing to keep pausing, reflecting, and learning. No-one is so expert that they can’t learn more.
3. Enabling and providing a happy, healthy, work culture and environment It is pointless to be a happy, healthy leader if you do not try to incorporate those qualities in the work culture and in those you lead. Share your core values and those of your organisation and society with staff. Ask them to generate a set for work and some key questions to ask. Then investigate your current culture against the questions. For example, ask staff how often they praise positive accomplishments and address negative issues in a way that reduces their impact. Build a plan for a revised culture with staff. Make sure you incorporate what is necessary for promoting healthiness and happiness for everyone.

From this moment on

It is too easy to read about leadership and then do nothing, except pause for a moment or two. Why don’t you make a promise to yourself that you will do your utmost to become more of a happy and healthy leader...and then act on it? Because leaders have an obligation to themselves and their staff to ensure that they are fit to help bring in the next iteration of business and the world. For all of us.