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In this post, Peter Costa offers one man’s perspective on gender and leadership.

There are mountains of research on the importance of diversity in building high-performing organizations. There is at least as much insight on the nature of leadership, including that there is no one “right” leadership style. The most effective leaders are true to themselves, their strengths, and their values. At the same time, different situations call for different leadership styles. Are these conflicting ideas? Perhaps, but if the current situation shows us anything, it’s this – the women are getting it right.

Just my unscientific opinion, but female political leaders are performing far better than their male counterparts. Not to say that all the women are getting it right or that all the men are getting it wrong, but consider these facts:

72% of Germans approve of how Angela Merkel’s government is handling this pandemic (DW News).  

88% of New Zealanders trusted the government (led by 39-year-old Jacinda Arden) to make the right decisions about addressing COVID-19 (The Atlantic).  

Taiwan’s President Tsai Ing-wen’s approval rating is 68.5%, up from a nadir of 24.3% just over a year ago (Nikei Asian Review).

If you want to see what effective leadership in a crisis looks like, watch this: https://www.youtube.com/watch?v=-vT8e7lkjl8

All of these women moved decisively AND effectively; the results speak for themselves. Taiwan has had just 6 known coronavirus deaths in a country of 35 million. Germany has seen a far lower coronavirus death rate than most other developed countries and seems to be well past peak new infections. New Zealand has good reason to believe it has stopped community transitions. All three countries are starting to reopen their economies. (Business Insider, US News and World Report, The Economist).

These leaders are succeeding because they are very effectively drawing on what is traditionally considered to be “feminine” leadership traits: empathy, collaboration, and even humility – the humility to admit they don’t have all the answers and to draw on the people who do.

 

Key points include:

  • Leadership traits as cultural artifacts
  • Authenticity and empathy
  • Intentions

Read the full article, Gender and Leadership – One Man’s Perspective, on Capmanllc.com

 

Peter Costa shares a concise article that identifies the benefits of what are generally considered to be feminine traits.

There are mountains of research on the importance of diversity in building high-performing organizations. There is at least as much insight on the nature of leadership, including that there is no one “right” leadership style. The most effective leaders are true to themselves, their strengths, and their values. At the same time, different situations call for different leadership styles. Are these conflicting ideas? Perhaps, but if the current situation shows us anything, it’s this – the women are getting it right.

Just my unscientific opinion, but female political leaders are performing far better than their male counterparts. Not to say that all the women are getting it right or that all the men are getting it wrong, but consider these facts:

72% of Germans approve of how Angela Merkel’s government is handling this pandemic (DW News).  

88% of New Zealanders trusted the government (led by 39-year-old Jacinda Arden) to make the right decisions about addressing COVID-19 (The Atlantic).  

Taiwan’s President Tsai Ing-wen’s approval rating is 68.5%, up from a nadir of 24.3% just over a year ago (Nikei Asian Review).

If you want to see what effective leadership in a crisis looks like, watch this: https://www.youtube.com/watch?v=-vT8e7lkjl8

All of these women moved decisively AND effectively; the results speak for themselves. Taiwan has had just 6 known coronavirus deaths in a country of 35 million. Germany has seen a far lower coronavirus death rate than most other developed countries and seems to be well past peak new infections. New Zealand has good reason to believe it has stopped community transitions. All three countries are starting to reopen their economies. (Business Insider, US News and World Report, The Economist).

 

Key points include:

  • Evidence of success
  • The benefits of feminine leadership traits
  • How to move towards a feminine leadership style

 

Read the full post, Gender and Leadership, on Capmanllc.com

 

 

Peter Costa shares a lesson from history to illustrate why leadership without management renders a leader ineffective and possibly dangerous. 

What do you think of when you see the word “management”?

Probably nothing good.  Management seems to have become a dirty word, the antithesis of what a real leader is supposed to be.

I believe it’s time to rethink that view.  To be a truly effective leader, you need to develop a full suite of both leadership AND management skills. 

Leadership is the act of setting a vision and then bringing people along with you to achieve it.  It encapsulates empathy, courage, humility and integrity.  Management is about planning, directing, organizing, and monitoring to ensure things go well.  It requires competence, diligence, and discipline.   

Leadership and management are what a good leader DOES.  One without the other is ineffective at best and dangerous at worst.  A quick history lesson can illustrate this point.*

It’s almost Memorial Day in the US.  For those that may not be familiar with it, this holiday began as a way to remember the service members killed in the US Civil War (1861-65), the bloodiest and most transformational war in this nation’s history.  And while we probably spend too much time scouring history’s battlefields trying to understand what makes a great leader, there are some broad parallels between their period and ours that merit a deeper look.

 

Key areas explored include:

  • The leadership of General George McClellan
  • The danger of arrogance
  • The successful leadership of Ulysses S. Grant

 

Read the full article, Leadership and Management – you need them both, on LinkedIn. 

 

Umbrex is pleased to welcome Peter Costa with Capman Organizational and Leadership Excellence, LLC.  Pete leverages his extensive global experience as a Leader and General Manager to help organizations implement transformational strategies and leaders achieve their potential. In addition to his time at McKinsey, where he was an Engagement Manager in the operations practice, he has served as an Officer in the US Navy, a change leader at GE, and held P&L responsibility at Honeywell and Jensen Hughes (a PE-backed global leader in life safety consulting).  In all of these operational roles, Pete has successfully turned around struggling organizations and developed a cadre of exceptional leaders.  He draws on this practical experience to quickly build credibility with clients and to develop lasting change programs.

After 7 years as an expat based in London and Dubai, he now lives north of NY City with his wife and 4 children at their hobby farm.  Pete would be happy to assist on projects involving strategy implementation, management operating system deployment, or building out talent development programs in a US or international setting.  He is also a formally-trained executive coach