You Don’t Need A Title To Be A Leader

Title Does Not Equal Leader

Titles are less important than ever before. I’ve long believed that personal power is far more impactful than positional power.

My friend Mark Sanborn has advanced this idea for years. His definition of leadership is broad, one that encompasses everyone in an organization. A leader is someone who helps “people and organizations surpass themselves,” he says, adding that the test of leadership is whether “anything or anyone is better because of you.”You-Dont-Need-a-Title-to-Be-a-Leader-135x200

Mark knows leadership. In addition to his bestselling books, he is one of the most in-demand speakers on leadership, customer service and team building.

Recently, I had the opportunity to talk with Mark about all things leadership. This 10 minute video interview is a great reminder of some of the most important leadership principles. We discuss the definition of leadership and two of the biggest pitfalls leaders face.

Remember: You Don’t Need a Title to Be a Leader.

 

Leadership Quotes

Some of my favorite Mark Sanborn quotes include:

 

“Leadership is the ability to help people and organizations surpass themselves.” -Mark Sanborn

 

“The test of leadership is, is anything or anyone better because of you?”-Mark Sanborn

 

“Leadership is about movement and growth.”-Mark Sanborn

 

“Leadership always benefits the greater good.”-Mark Sanborn

 

“Good leaders make heroes of others.”-Mark Sanborn

Leadership Lessons from Downton Abbey

This is a guest post by friend and mentor Bruce Rhoades, who retired after having run several companies. He often helps me with strategy. I am delighted that he is a regular contributor.

Lessons from Downton Abbey

After six seasons, the popular PBS series Downton Abbey has ended. As the series unfolded, we watched the characters evolve through many changes in their society and personal lives. As the characters changed and matured, there were numerous lessons and wisdom for life demonstrated in the show.

 

“Leadership through visible action is always effective.” -Bruce Rhoades

 

Each of these characters also demonstrated leadership attributes that can be learned from watching them deal with the various situations that confronted them.

Here are a few of the leadership lessons exhibited by the characters:

 

Lesson from Lord Grantham: Often the ‘best man for the job’ is a woman.

 

Robert Crawley, Lord Grantham

  • No strategy will work forever. Watch for environmental and market changes and adapt.
  • Learn to delegate to those who are more suited to new endeavors. Take their advice, trust them and start small.
  • For long-term viability, a leader needs to groom successors and allow others to exercise their talent.
  • A successful leader needs to attract those with complementary skills to his/her own, then allow them to take action.
  • Often the “best man for the job” is a woman.

 

“A successful leader needs to attract those with complementary skills, then allow them to take action.” –Bruce Rhoades

 

 

Cora Crawley, Countess of Grantham

  • Communication, patience and being non-judgmental are necessary to allow others to adapt to change.
  • Sometimes it is most effective to act quietly and consistently in small ways to effect change. Open confrontation elicits defensiveness in others.
  • Open acceptance and acknowledgement of others builds trust and opens communication.
  • Sometimes keeping the peace in the short term provides opportunities for change in the long term.

 

“Keep the peace in the short term to allow change in the long term.” –Bruce Rhoades

 

Mr. Carson, the Butler

  • Giving orders works in the short term but does not create lasting change or personal growth in others.
  • Be respectful of those in your charge, you may need them later to move forward.
  • Failure to acknowledge change weakens your leadership.
  • Expecting perfection limits and stifles the efforts of those around you.
  • Management by intimidation does not create loyalty.

 

“Expecting perfection limits and stifles the efforts of those around you.” –Bruce Rhoades

 

“Management by intimidation does not create loyalty.” –Bruce Rhoades

 

“Failure to acknowledge change weakens your leadership.” –Bruce Rhoades

 

Lady Mary Crawley

  • Wisdom can come from any level in the organization.
  • Arrogance does not foster collaboration, trust or effective leadership.
  • Putting others down does not build you up.
  • For continued success, a leader must acknowledge change and act accordingly.

 

“Wisdom can come from any level in the organization.” –Bruce Rhoades

 

“Putting others down does not build you up.” –Bruce Rhoades

 

Lady Edith Crawley

  • Truthfulness will always yield the best, lasting results.
  • Do not overcomplicate the situation and delay action.
  • Measured risk-taking and action builds confidence.
  • Don’t let the future be dictated by the past.

 

“Measured risk-taking and action builds confidence.” –Bruce Rhoades

 

Violet Crawley, Dowager Countess

  • Deal with the situation, not the person. Acceptance of the person creates trust.
  • Ignoring a changing environment does not solve anything.
  • Know when to let others take the lead.
  • Sometimes a leader needs to give stern, unpopular advice.
  • Humor can reduce tension and create a more open atmosphere.

7 Disciplines of A Leader

How to Help Your People, Team, and Organization Achieve

In the Seven Disciplines of a Leader, Jeff Wolf explores what leadership looks like when done right. Jeff has coached hundreds of leaders and offers his disciplines in order to benefit leaders at all levels of the organization.  I recently talked with Jeff about the leadership disciplines discussed in his book.

 

“Companies place the wrong leadership in the job 82 percent of the time.” –Forbes

 

How to Get Noticed

What advice do you give to someone who wants to stand out and get noticed as a leader in a large organization?

Learn what your company looks for in its leaders. See if there’s a competency model that identifies successful leaders’ strengths and characteristics. Study this model and be sure to practice the competencies. If no such model exists, seek out successful company leaders and talk with them to gain a better understanding of how they became successful.

You should also volunteer to lead small projects, which will provide useful leadership experiences and exposure. You’ll gain confidence and enhance the skill sets that are weak.

Always be curious. Seek new opportunities and experiences, and always be open to trying something out of your normal comfort zone.

I would encourage budding and aspiring leaders to create a plan, put it in writing, and then “work it.” Research proves that people who put their goals in writing are usually more successful.

Read as many books and attend as many training courses as possible, both within and outside of the company. Vary courses so you can experience a broad spectrum of leadership skills.

 

“A leader’s upbeat attitude is contagious and lifts morale.” -Jeff Wolf

 

There’s another important challenge to overcome: Learn the areas in which you must improve because we all have blind spots. We see some of our weaknesses, but it’s truly impossible to identify all of them.

It’s important for leaders to be positive and have a great attitude because they can either impart or sap energy. A leader’s upbeat attitude becomes contagious, lifting the morale of those around them. You can always teach skills, but you cannot always teach people how to be positive; they either have a great attitude or they don’t.

Be sure you are striving to work well with others and be aware how other people view you. When you stand up to speak in front of a group, do you exude confidence, present articulate, clear messages, and carry yourself well?

 

Coaching for Success

What is the most common reason someone calls you for coaching?

Coaching used to be thought of as a tool to help correct underperformance or, as I often call it, the “broken wing theory.” Today, coaching is used to support leaders, employees with high potential, and top producers in an effort to enhance individual capabilities.

We work in such a high-speed environment! Organizations are finally beginning to recognize the importance of helping leaders achieve critical business objectives in the shortest possible time, so they’re hiring me to speed personnel development.

I’m often brought into organizations to deal with a number of leadership issues. Providing feedback is one key area. As leaders move into greater levels of responsibility, they receive less—perhaps even no—feedback from others on their performance. The unfortunate consequence is stagnation. Critical leadership and interpersonal skills often reach certain levels, and the leader is given no opportunity to become an even better leader. Working one-on-one with an objective third-party coach offers these leaders a trusted advisor who can focus on behavioral changes that organizations are ill equipped to handle. Coaching develops extraordinary leaders. Extraordinary leaders produce extraordinary business results.

 

Have a Quick Impact as a New Leader

If you are a new manager, what are a few ways to have a quick impact?

Leadership is not rocket science. It comes down to living and leading by the golden rule: Do unto others as you want them to do unto you.1119003954

People make companies. As leaders, we often spend most of our time on strategy and improving bottom-line results, but what about our people? It’s our job, as leaders, to guide them, help them develop more skills, and increase productivity.

I think Walt Disney put it perfectly: “You can dream, create and design the most wonderful place in the world….but it takes people to make the dream a reality.”

For a quick impact, work to understand what your people want, not just what you want, and act accordingly. Ask your staff for their feedback with questions such as:

  • What can I do to make you happier here?
  • What do you find challenging about your work?
  • What’s energizing about your work?
  • How can I be a better leader for you to be successful?
  • What resources do you need that you currently don’t have?
  • What motivates you to work hard?
  • Do you feel appreciated and receive the praise and recognition you feel you deserve?

Often times a new leader’s first inclination is to become too friendly with people. After all, everyone wants to be liked. But by trying to become everyone’s friend, leaders run the risk of losing respect and influence. If your staff considers you to be one of the group, they may not respect your judgment on important issues.

Additionally, they may lose their motivation to achieve goals, fail to work hard, and assume deadlines are soft when they believe their “friend” will never reprimand them. That’s why leaders must avoid falling into the trap of becoming too friendly with their staff. The bottom line? You’re the boss—not a best friend! You cannot be objective and unbiased when staff members view you as a work pal.

 

“It takes people to make the dream a reality.” –Walt Disney

 

A Guide to Hiring Right

4 Leadership Lessons From a Coach, a Dream and a Miracle

This is a guest post by Dave Arnold. Dave is an author, speaker, leader, and blogger. He is the author of Pilgrims of the Alley: Living out Faith in Displacement (Urban Loft Publishing) You can also follow him on Twitter.

Herb Brooks was an incredible leader. He was a coach with a vision, a vision that led a group of college kids to beat the Soviet Union in ice hockey and go on to win the gold in the 1980 Winter Olympics. Deemed the “Miracle on Ice,” the United States’ win against the Soviets is considered one of the greatest sports moments in history. Herb Brooks wasn’t afraid to push his players, to help them believe they had what it takes. As a result, his team beat the greatest hockey team in the world. As I look back at my life, the leaders who made the most impact on me were the ones who believed in me enough to push me. They pushed me out of my comfort zone. They helped me become a better leader and, ultimately, a better person. As a leader, one of the greatest ways to impact people is by helping them believe they have what it takes. So what does that look like? Here are four lessons we can learn from Herb Brooks and his vision:

See

1. Look at people’s potential, at what they could be. Herb Brooks did this well. He not only saw a group of talented hockey players from Boston and Minnesota, he saw a team. He saw potential. He believed if he pushed enough and inspired enough, he could pull out their greatness. And that’s exactly what happened.

Encourage

2. Never underestimate the power of encouragement. As leaders, it’s easy to fall into the mode of expecting people to do certain tasks or fulfill certain roles. This is especially true in organizations. But when we are intentional about encouraging people, noticing them, and telling them they’re appreciated, it motivates them to want to keep going and give their best.