Our credos
It is very important for us at Pro-Lead that you know who we are and what we live by. Therefore we have presented some of our credos; True Leadership and Balanced Leadership
True Leadership
Admitted, we work to a great extent with profit-oriented professional organisations. In recent times, numerous privately held organisations have been scrutinised for not being sufficiently sensitive and responsible to social and ethical needs and norms.
In some cases that probably is true – some organisations seem to have lost track of virtues like honesty and humility.
Still, we believe that claiming that companies make good profits and therefore is unethical is to draw a fallacious conclusion.
We propose that ”do well by doing good” is a healthier approach to leading companies and people.
Our position is that companies and their leaders can do enormously good. Leaders have huge impact on the quality of life of people around them.
We hear from time to time from company leaders that they want to do (more) charity or voluntary work when they retire from corporate life.
Our response is that leaders do not have to wait – they already have unique opportunities for doing good as leaders in privately held companies.
True Leadership
Admitted, we work to a great extent with profit-oriented professional organisations. In recent times, numerous privately held organisations have been scrutinised for not being sufficiently sensitive and responsible to social and ethical needs and norms.
In some cases that probably is true – some organisations seem to have lost track of virtues like honesty and humility.
Still, we believe that claiming that companies make good profits and therefore is unethical is to draw a fallacious conclusion.
We propose that ”do well by doing good” is a healthier approach to leading companies and people.
Our position is that companies and their leaders can do enormously good. Leaders have huge impact on the quality of life of people around them.
We hear from time to time from company leaders that they want to do (more) charity or voluntary work when they retire from corporate life.
Our response is that leaders do not have to wait – they already have unique opportunities for doing good as leaders in privately held companies.
Leaders who lead from personal virtues and values that they hold to be true are in a far better position to do good than most people are.
From the prominent position they hold, their vantage point is far better than that of private citizens. Leaders who seize that opportunity, dare to stay true and be authentic to personally held beliefs and at the same time are sensitive to the needs of people in- and outside the company hold true transformational powers. -They can change the world into a better place.
Leaders who realize that they readily can impact their environment stand in our perception on high moral grounds.
We believe that this kind of True Leadership serves both the people in the company, the company itself and the surrounding community and greater society tremendously well.
We are humbled and grateful to meet and work with many such true leaders who navigate their crew and company by means of an intact moral compass and a keen eye and ear on the environment that they bestow with their stewardship.
Therefore, profit incurred as a result of good deeds is not evil. Rather, is it the dividend of True Leadership.
Balanced Leadership
Our vision is to help leaders making a real difference. That we do by offering our assistance in developing a balanced perspective on leading one self, one’s team and ultimately the organisation.
Balance is a key notion for us. We believe that the fundamental task of leaders is to constantly focus on bringing four scales into balance.
The scales are evenly important, but the need for attention and action will vary on a continual basis.
The first scale could be the employees of the company. The challenge here is to build and maintain an engaged and motivated staff that work from its highest level of potential and productivity.
The second scale is the customers. To ensure sustainable growth, the customers must be not only satisfied but actively praising the company’s services.
Third is the business – the company must be profitable not only this quarter, but also well into the future. Therefore results must be delivered, but never at the expense of the ability to deliver in the future.
Forthly, there is society or the business environment at large. Success can only be sustained if the company acts as a good corporate citizen whereever in the world it leaves footprints.
So being successful in performing this balance act will create the maximum value to the key stakeholders of the company. And precisely that is the responsibility of the leaders in the company.
To navigate the four scales and take proper action to funnel the value creation process admittedly is a tall order.
It implies that leaders work on advancing four distinct skill domains that collectively determine their level of management and leadership skills.
The first doman is self-awareness or strategic self-insight – it is about how one is being perceived, ones motivations and values, how one deals with pressure and how to maintain self-esteem and integrity.
The second is interpersonal skills. This covers the ability to build relationships and rapport in the social environment. Communication skills and situational awareness and precense are in focus here.
Thirdly there is business acumen which is applying one’s pro-fessional skills as a leader to make sound decisions and contributions to developing and empowering people in the organisation.
Forth is the ability to diagnose and impact the organisational culture and strategic direction in ways that are meaningful, sustainable and value creating on the longer haul.
We see these 2 x 4 fundamentals as the keys to unlock the transformative powers of leadership. Our purpose and passion is to help leaders master the principles of Balanced Leadership.
