...the most positive leader you've ever worked with...
What made them so special?
What did they do that made them different from the others?
It's Not About Spreadsheets
I've never heard anyone say the most influential leader they ever worked with was an expert with spreadsheets. Nor, have I ever heard that the best-leader-ever had mastered the budgeting process, new ATS, or wrote the finest policies and procedures.
Those things need to get done, but candidly, have absolutely nothing to do with world class leadership.
They Have "It"
So, what do those leaders have that separate them from so many others who aspire to be effective? When I've given keynote addresses I ask the audience this question and I get the same answers every time:
Those "it" leaders...
- listen
- support their people
- are not arrogant or condescending
- trust
- mentor
- are patient
- understand errors and use them to coach not chastise
- take the blame for their team
- check their ego at the door
- understand that their team is made up of people, not robots
- practice humility consistently
How About You
As you consider your leadership trajectory, and all of those influencers that have shaped you along the way, are you living up to the best-leader-ever label?
Perhaps this will help...fast forward five years into the future and imagine that one of your current team members is asked who the best-leader-ever was in their life.
Will they think of you?
I'd love to hear from you.
No Excuses.
"Arrogance destroys the valuable, and absolutely essential relationships a leader has with other team members. Even more devastating is the feeling arrogant behavior creates in others. People have no desire or motivation to follow an arrogant leader."
- Peter Barron Stark
Landing The Big Job
There is something very exciting, and candidly hard to describe, about starting a new job, particularly one that is much bigger than the previous one. The exhiliration, the opportunity, and the pressure to perform all coalesce into one big burst of energy.
In most cases, new leaders struggle a bit in the beginning, not because they lack the skill set necessary to do the job; but, because they simply try too hard to prove they are worthy.
This is a dangerous misstep if they take things too far.
Consider these important points:
- the organization survived and thrived long before you arrived
- make sure you understand the effort, risks, and courageous moves that have been made prior to your arrival
- moving too quickly, in word or deed, can jeopardize your credibility very quickly
Remember, you are new...not all powerful. You are being evaluated at every turn.
Go Slow To Go Fast
I learned a valuable lesson when I worked for Johns Hopkins when the new CEO joined the organization in Baltimore. He is passionate about leadership, and leadership behavior. During his first six months on the job, he did one very important thing...
...he listened and learned.
He told me that he was not there to change the culture, or fix something. He was there to take that incredible organization forward in new and exciting ways.
But he had to learn about the organization first, and take action second.
That my friends, is a very different philosophy than acting like an arrogant know-it-all savior that has just arrived to solve all of the problems in an organization.
How About You
Who do you know that is talented, motivated, and excited to make a real difference? Are they moving a bit too fast? Perhaps it's time to pull them aside and provide the coaching those of us who've been at this a while can provide?
I'd love to hear from you.
No Excuses.
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Change is good. If it's a change for the better. Are you with me? The world of work is changing so rapidly that I'll be honest...sometimes I barely have enough time to process the changes taking place, let alone evaluate whether or not they're actually good for my company.
Change Requires Leadership
One of the changes that seems to be on the rise in the world of work is new leaders emerging, experienced leaders moving on, and at some level a renewed sense of confidence that the economic disaster of the last few years is actually moving from the present to the past.
Those changes, at least at face value seem to be good, right?
In taking a closer look at leadership changes however, several key issues quickly emerge that must be addressed if change is going to be successful.
1. Are the new leaders experienced enough to lead your organization through the upheaval that significant change triggers?
Simply being excited about a new role, and maybe even bending the CEOs ear regularly does not equate with being effective. That can actually be disruptive. Leaders, now more than ever, need to think beyond their circle of contacts and team members and stay focused on the organization in it's totality. Not an easy task, but absolutely essential if the new leader is going to be taken seriously and get the results they need to produce.
2. Are the new leaders willing to listen to their colleagues vs. bulldozing their way to the perceived goal?
A common pitfall for new leaders, particularly at high levels, is that they feel tremendous pressure to prove their value and that they deserved to be placed in their new position. What they so often miss is the incredible opportunity to listen and learn from their peers, direct reports, and external network.
Showing others that you are open to feedback and will adjust your approach based on the trust you have in the team builds far more credibility than forcing an initiative through without engaging those around. After all, the people are the ones that execute our plans!
3. Are the leadership transitions in the organization done thoughtfully, or is it a free-for-all?
Infusing companies with fresh ideas and new energy is always a good idea. The challenge for companies today is to balance the changing of the guard with the perception that change is occurring simply to change.
Moving out leaders who no longer embrace the vision or culture of an organization is not only recommended, it is expected. Caution must be exercised however to ensure there isn't a hidden agenda behind those transitions.
How About You
What do you see happening in your company? Is the succession process morphing into a tornado of change; or, are the changes you're making helping your organization become the best of the best? Remember, changes for the best are always good ideas.
I'd love to hear from you.
No Excuses.
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There is a part of leadership that I've never quite gotten used to. It's not the scope of responsibility, or high stress, or working through conflicts. These issues are quite demanding, but they don't surprise me. I'm supposed to deal with those things, and I have to figure out a way to do it effectively (read here --> thank you to my network for being there when I need you!)
The real surprise for me...yes, still, after all these years...is my influence.
Get Over Yourself, Right?
I have to admit, I find the label of influencer at best to sound very odd, and sometimes a bit overwhelming at worst. Did I set out to achieve some sort of influencer status? No. Is there now pressure to be an effective influencer? I think so...at least it feels that way sometimes.
"For leaders, influence is good. It's powerful. It's a way to motivate, inspire, change cultures, and make a difference. We're supposed to influence others around us."
So why does it still feel a little awkward to be labeled an influencer when I know it is part of who I am supposed to be?
I Now Know The Answer
Feedback is a powerful tool, particularly if the one receiving the feedback is willing to actually listen and accept. For me, the listening part is usually pretty easy (even if it's not what I want to hear); but the accepting part is an entirely different story.
Part of my development as a leader is to accept and embrace the idea that I have influence in my organization (and maybe a little bit beyond my company too.) Guess what? You do too!
There is a responsibility that comes with that, at least the way I see it, and I'm learning to accept that as well.
While it may seem like the role of influencer comes naturally to some people, for me that's not the case. Being high energy, and aspiring to be an influencer are not necessarily automatic.
But I'm learning to leverage those two pieces...and am getting more comfortable each day.
How About You
Do you realize how much of an influencer you are to those around you...to your organization...to those watching your leadership from hundreds of miles away? It's happening for all of us who have decided that leadership means a lot more than a job title and a nice office. It means embracing the role of influencer, and all of the possibilities that come with it. Now I'm fired up for what's next!
I'd love to hear from you.
No Excuses.
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As you consider your leadership trajectory, and all of those influencers that have shaped you along the way, are you living up to the best-leader-ever label?
