Be A Spark: Lead Yourself and Others to Greater Success

Lead Yourself and Others to Greater Success

 

Leadership is not a position. It’s not a title. It’s not a job. Leaders are people who make an impact, influencing others to action.

That’s why I was intrigued to read a new book by Angie Morgan, Courtney Lynch, and Sean Lynch. Spark: How to Lead Yourself and Others to Greater Success recognizes that leaders are found almost anywhere in the organization. I recently spoke to Sean about their new book. He is a senior consultant at Lead Star and specializes in designing and delivering leadership programming. He holds a BA from Yale University and served as a fighter pilot in the United States Air Force.

 

“A leader is someone who influences outcomes and inspires others.”

 

Create Your Own Opportunities

What’s the definition of a Spark?

A Spark is someone who doesn’t just accept what is given to them. Sparks realize that they can do things differently to create the change they’d like to see. Sparks understand that they have both the ability to influence and inspire, and they look to influence and inspire those around them. Sparks create their own opportunities and are identified by their actions, commitment, and will, not by a job title. Sparks choose to lead.

 

“Credibility is the foundation of your leadership style.”

 

Why and How to Increase Trust

Why is trust so vitally important?

At times, we place leaders on a pedestal. We think they are larger than life or different from us. But leaders are people. We have relationships with people, and trust is a foundational component of all relationships.

We can all be better leaders in the various roles we fill. Leaders influence and inspire others to work together toward a common goal. In order to be influenced and inspired, we must trust the leader’s competency, character, and intentions.

 

“Leaders influence and inspire others to work together toward a common goal.” -Sean Lynch

 

How does a leader increase trust?

Character and credibility are two keys to creating trust.

Character is important because, before we can lead others, we must lead ourselves. We must get in touch with our most deeply held values and intentionally act in accordance with those values. If we talk about work-life balance, and then regularly call co-workers after hours and email them on weekends, others will see that our actions are at odds with what we say we value. People will question who we are, how we might act in the future, or how we might act under pressure. They will lose trust in us.

Determine your most closely held values and what matters most. Honestly assess where you have compromised your values, and identify ways to lead more consistently with your values.

 

“Character and credibility are two keys to creating trust.” -Sean Lynch

 

What’s the link between trust and credibility?

You can’t force people to trust you. You have to earn trust in ways that are meaningful to others. Credible performance builds trust. Here are some examples.

Spark: Lead Yourself and OthersStart by understanding and meeting the standards of others. We usually strive to meet standards that we think are important. Yet, every time we interact with others, we are being judged. And the standards others judge us against may be very different from our own standards. If timeliness is important in your organization and you are constantly late for meetings, you are not meeting the standards of others and demonstrating credible performance.

Maintain a narrow “Say-Do” gap. Keep the difference between what you say you’re going to do (or what you are supposed to do) and what you actually do as narrow as possible. Be consistent. When you promise the report by Thursday, do you follow through? Or do you let it slide and hope no one will notice?

Clearly communicate intent and expectations and ensure people understand. Often we assume that people know what they are supposed to do. Don’t assume. Communicate what to do along with expectations and intentions. Bring clarity and focus by constantly, continuously communicating expectations and intent. Ensure everyone is on the same page so that people can act in ways that are consistent with intent even when you’re not around.

Finally, hold people accountable to those clearly communicated and well understood standards, intent, and expectations. Holding others accountable isn’t personal. With clear, well-communicated standards, intent, and expectations, holding people accountable is merely comparing their performance to the standard, intent, or expectation.

 

“Credible performance builds trust.” -Sean Lynch

 

If an organization lacks accountability, what results?

Define Your Personal Leadership Identity

Your Personal Leadership Identity

You have a personal leadership identity that has the potential to influence and motivate others. Achieving results and driving others to a common vision are within your reach when you focus on that uniqueness.

What you need is to think about your differentiators.

One of the reasons I study leaders and various leadership styles is because each of us can learn something from the greats while moving toward our own uniqueness.

And that’s why Danielle Harlan’s book, The New Alpha: Join the Rising Movement of Influencers and Changemakers Who Are Redefining Leadership, appealed to me. She packed this book with advice on how to become the best version of yourself and to use your influence for good.

Danielle Harlan, PhD is the Founder & CEO of the Center for Advancing Leadership and Human Potential. She completed her doctorate at Stanford University and has taught courses at both Stanford Graduate School of Business and U.C. Berkeley Extension’s Corporate and Professional Development program.

I recently asked her about her new research, focusing specifically on her concepts of a personal leadership identity.

 

“Each of us possesses the innate potential to make a meaningful impact in the world.” –Danielle Harlan

 

Your Unique Identity

What is a Personal Leadership Identity?

danielle harlanPersonal Leadership Identity (PLI) is the unique combination of qualities and talents that make you unique and distinctive as an individual and that you can easily and naturally draw upon in order to enhance your leadership effectiveness.

The example that I share in The New Alpha is about a new manager who struggled as a “stern and commanding” leader (which matched the “image” that he had in his mind of how good leaders should act) but had a breakthrough when he identified his PLI, which was actually the total opposite of this. As soon as he found his “real” self, his leadership effectiveness increased dramatically.

The big idea here is that many of us have this “cookie cutter” image of the “type” of person who makes a good leader, but the reality is that each of us is at our most powerful, and our most impactful, when we allow the best aspects of who we are naturally to guide our leadership “style.”

Knowing your PLI is also really helpful in terms of creating a vision and plan for our lives—based on who we actually are, rather than who we think we should be.

 

“Becoming a leader is synonymous with becoming yourself.” -Warren Bennis

 

Make Work the Pursuit of the Meaningful

How can you use it to determine whether you’re in the right role and pursuing the right vision?

At its best, your career should be a professional manifestation of your Personal Leadership Identity…if there’s general alignment between your PLI and what you’re doing or where you’re headed, then you’re in the right role and pursuing the right vision. If not, then it might be time to think about how to change or adapt your role to better suit your PLI, or to make a career pivot.

 

“Greater than the tread of mighty armies is an idea whose time has come.” –Victor Hugo

 

This is, of course, much easier said than done, and many of us put off the hard work of aligning our life and career to our Personal Leadership Identity because it’s a big task and we’re busy. However, not addressing this disconnect only results in deep misalignment and unhappiness in the long run. In these cases, instead of work being an opportunity to pursue what gives us a sense of meaning and purpose, it becomes a chore that we must do in order to survive, pay our rent or mortgage, etc.

 

“You must do the thing you think you cannot do.” -Eleanor Roosevelt

 

How to Define Your Personal Leadership Identity

What’s the best way to define your Personal Leadership Identity?

Chapter 6 in The New Alpha book spells out a step-by-step processing for doing this, but the gist is that our Personal Leadership Identity doesn’t usually come to us out of thin air; rather we uncover it by reflecting on our life and experiences and by identifying the values, strengths, skills, passions, and ideal conditions that have facilitated our best and most enjoyable successes.The New Alpha

For example, if you ask me what qualities I bring to the table as a leader, I might say that I’m intelligent, empathetic, and gritty. However, if you ask me to reflect on my best successes as a human being—those where I achieved something AND enjoyed doing it, and then asked me to analyze these accomplishments in terms of what they tell me about the aspects of my personality that I could draw upon in order to be a good leader, I might find intelligence, empathy, and grit in there—but I might find other more unexpected qualities too—like love, curiosity, and a sense of humor.

This retrospective and holistic approach often yields more interesting aspects of our PLI than we might come up with by simply “naming” our best qualities or relying on other people to tell us what we’re good at.

 

“By working to become the best version of ourselves, we develop the foundation competencies that are necessary to effectively lead others.”-Danielle Harlan

 

Do you have an example or story of someone who understood this concept and how it changed their future or perspective?

Pros and Cons of Leadership Styles

Understanding Leadership Styles

When you get a new boss, it’s important to quickly learn his or her leadership style. When you are the new boss, it’s important for your team to understand your leadership style. It’s also important that you know each member of the team and what their strengths are and how their leadership style complements your own.

 


“Leadership is the capacity to turn vision into reality.” –Warren Bennis

 

Every year, I read the biographies of great leaders. I have fun categorizing them and guessing their preferred style. I also write down the characteristics I admire in each person as a way to emphasize to my subconscious what I would like to emulate.

As you would expect, each style has pros and cons. I remember taking this test and finding one leader micromanaging every last detail. She took charge and it was her way, period. There was no room for discussion. “That’s someone I could never work for,” I remember thinking. But, when a crisis hit, guess who we turned to? We knew that she would deliver results, fast. There wasn’t time for relationship-building. We needed someone who could move the needle, fast.

That’s when I realized that no one style is perfect. Each of us has skills and styles that are needed for just the right situation.

Matching that situation to our skill is a challenge, but when it happens, everyone sees maximum performance.

When I ran across the infographic below, I thought it was a solid overview of various leadership styles and the pros and cons of each.

 

What’s your preferred style?

 


“Leadership is defined by results, not attributes.” –Peter Drucker

 

If you want to know what type of leader you are, take our quiz by clicking here.

 


“Leadership does not always wear the harness of compromise.” –Woodrow Wilson

 

 

whats-your-leadership-style

 

“If people believe in themselves, it’s amazing what they can accomplish.” –Sam Walton

 

“Leadership is unlocking people’s potential to become better.” –Bill Bradley

 

“To command is to serve, nothing more and nothing less.” –Andre Malraux

 


“People buy into the leader before they buy into the vision.” –John Maxwell

 

Infographic provided by Webpagefx.

 

12 Powers of a Marketing Leader

Today’s Marketing Leaders

Today, many marketing leaders report that they are having less impact and are not satisfied in their jobs. That may be somewhat surprising since marketing methods and capabilities are in the midst of exciting changes and the opportunities are like never before.

 

Research: only 44% of marketing leaders satisfied with career.

 

Thomas Barta, a former McKinsey Partner, and Patrick Barwise, Emeritus Professor of Management and Marketing at London Business School, just conducted the most extensive research ever on what drives marketers’ business impact and career success. What drives impact? What does it take to thrive in marketing today? With data spanning 170 countries and over 8,600 leaders, Thomas and Paddy distilled the results into what it really takes to drive customer and company value.

Thomas and Paddy recently shared more with me about their new book, The 12 Powers of A Marketing Leader: How to Succeed by Building Customer and Company Value, and the extensive research behind their findings.

 

“When the best leader’s work is done the people say, ‘we did it ourselves.” -Lao Tzu

 

Your research revealed that most senior marketers aren’t satisfied with their career paths. Why not? What’s different for them than they expected?

12 Powers of a Marketing LeaderThat’s right. Only 44% of marketers are satisfied with their careers—and in the 360-degree data, marketers’ bosses, when comparing the career success of all their direct reports, put them last. We think there are two reasons. First, as customer experts, they likely think they should have more influence on key business decisions rather than being limited to decisions on advertising and promotion. Recent research by Frank Germann, Peter Ebbs and Rajdeep Grewal shows that they’re right: having a CMO in the C-suite and having an influential marketing department do help companies become more customer-focused, increasing business performance. Secondly, they lack job security. While average S&P 500 CEO tenure is six years plus, average US CMO tenure is only four years and possibly decreasing: search firm Spencer Stuart recently reported it was down to forty-four months in 2015.

 


“Leaders must encourage their organizations to dance to forms of music yet to be heard.” -Warren Bennis

 

Balance Leadership and Functional Skills

You say that leadership skills matter more than technical marketing skills. I passionately agree. Is there a certain time when this matters more in a career? How do marketers balance the constant need to stay up with new technologies with the need to learn leadership skills? 

Leading marketing isn’t the same as doing marketing, and many marketers underinvest in leadership skills.

As a junior marketer, most of your effort will inevitably go into becoming excellent in the particular technical area you’re working on. As you become more senior, you have to achieve more through other people. But at all stages, it’s important to keep developing your broader business and leadership skills.

Our evidence is that many, perhaps most, senior marketers are getting so sucked into the ever-changing technical issues that they lose sight of the bigger picture and the need to build and mobilize a great team, keep it aligned around the CEO’s agenda, spend time with their non-marketing colleagues who mainly determine the quality of the customer experience, and so on.

Patrick Barwise Patrick Barwise

As a senior marketer, you should aim to be a leader of leaders. You need enough understanding of the latest technical developments to hire the best people, mobilize them, align them with the strategy, and constructively challenge them when necessary. But your main role isn’t to try to keep fully up to speed on the technicalities (an impossible task); it’s to ensure that, as a group, the team contributes as much as possible to the development and execution of the strategy. Crucially, that includes mobilizing your boss and your non-marketing colleagues as well as your team (and yourself).

Functional skills and leadership skills matter. Getting the balance right is a big challenge, but really important for both marketing and the company.

 


“Recognizing power in another does not diminish your own.” -Joss Whedon

 

Take a 360 Degree View of Leadership

You distill your findings into 12 traits that drive success, and you put them in 4 categories (boss, colleagues, team, yourself). That’s basically an internal 360 degree view from where you sit in an organization. What are some of the symptoms that demonstrate you have it wrong, e.g., you’re focusing too much on the boss and not enough on the team or otherwise have your balance out of whack?

That’s exactly right about the 360 degree view. Our beef with most work on leadership is that it’s only about managing your subordinates and perhaps yourself. But most leaders – in fact, everyone up to CXO level – also need to manage their relationships with their colleagues and bosses. The traditional picture of leadership is incomplete except for perhaps the CEO – and even the CEO is accountable to the chairman and the board.

The main way in which senior marketers get this balance wrong is by spending most of their time inside the marketing department managing the team’s activities rather than walking the halls to energize everyone around the customer agenda. The symptoms are that non-marketers in these companies will likely say: “Marketing is a silo,” while the marketers will refer to themselves as something like “the coloring-in department” – that is, limited to advertising and promotion, with little influence on the company’s products, prices, distribution, service support, etc.

 

The 12 Powers of a Marketing Leader

  1. Tackle only big issues
  2. Deliver returns, no matter what
  3. Work only with the best
  4. Hit the head and the heart
  5. Walk the halls
  6. You go first
  7. Get the mix right
  8. Cover them in trust
  9. Let the outcomes speak
  10. Fall in love with your world
  11. Know how you inspire
  12. Aim higher

 

Cover Them With Trust

I appreciate your chapter Cover Them with Trust. Talk about trust – what steps should a leader take to build trust?

Tomas Barta Tomas Barta

To build trust within the team, leaders need to go beyond professionalism (knowing a lot, being reliable, and so on) and our key recommendation to get people to “ask for forgiveness, not permission.” People like strong leaders who trust them and genuinely listen to their ideas and concerns, but they also want to know the real person behind the business leader. That’s why, at times, it’s critical to be willing to show weakness, too. Michelle Peluso, former CEO of online shopping site Gilt, for example, shared her own 360-degree assessments with her team and asked for help. You can’t put a value on that. Conversely, having and showing a big ego destroys trust. So make your corner office the team room. Praise people. Take one for the team at times.

 

“A big ego destroys trust.”

 

The 4 Most Important Powers

How to Transform Promises into Results

Be An Agenda Mover

It’s not enough to have an idea.

Ideas without action, without execution, without forward-momentum don’t matter. To make a difference, you need to have the skills to turn an idea into reality.

Leaders are people who turn ideas into something tangible, turning promises into results.

 

“If you cannot move your agenda, you’re not a leader.” –Samuel Bacharach

 

It’s a skill that anyone can learn. And Samuel B. Bacharach, the author of The Agenda Mover: When Your Good Idea Is Not Enough, is an expert in execution. He is also co-founder of the Bacharach Leadership Group, which focuses on training leaders in the skills of the Agenda Mover, and is the McKelvey-Grant Professor at Cornell University.

I recently had the opportunity to ask Sam about his newest book and turning ideas into reality.

 

Develop the Qualities of an Agenda Mover

Having a great idea is not enough. You teach a process for taking an idea into actionable reality. Before we go into your process, what leadership qualities are essential to being an effective agenda mover?

First and foremost, Agenda Movers keep their egos in check. They are aware that – no matter how good they think their idea is—there may be other perspectives out there. They understand that confidence is one thing, but they know ego can lead to delusion.

Second, Agenda Movers are deeply empathetic. I use that word in a very specific way, meaning that Agenda Movers are capable of standing in the shoes of other people and are capable of seeing the world from varied perspectives. They can see their agenda not only from their perspective but also from the perspective of others.

Third, Agenda Movers tactically focus. They are mindful of small details and tactics. They understand that charisma, bombastic ideas, and grand promises work only up to a point and that what is really needed to get things done are micro-behavioral skills.

Lastly, Agenda Movers understand that they can’t do it alone. To get anything done they need to have others in their corner. They understand the importance of coalitions, and they are able to adopt a coalition mindset.

If you look at the great Agenda Movers out there—these are the characteristics they all share.

 

“Agenda Movers understand what it takes to move things forward.” –Samuel Bacharach

 

Anticipate Motivations

The first step of your strategic blueprint is to anticipate others’ agendas and know where they’re coming from. I recall one person just totally missing it, oblivious to what seemed to be obvious signs. How do you help aspiring leaders to be more situationally aware of others and their motivations?

I think this is the number one mistake leaders make: They don’t spend enough time focusing on where others are coming from.

I remember years ago a student of mind was asking for advice on defending her dissertation in front of five faculty members I knew. The main advice I gave her was to stop focusing on her dissertation and instead to focus on the dissertations and research that the members of the committee had done. Simply put, I told her, “You know where you’re coming from. Make sure you know where they are coming from.”

Good Agenda Movers do their homework and I mean that literally. They dedicate time to figuring out there others stand, how they think, and what they want. They don’t presume they are born with situational awareness—they develop it and work on it.

Too often we look for shortcuts in trying to figure out the agendas of others. We think that if we understand their background or their personality, we can generalize their motivation and intention. This belief is both lazy and wrong. For most people, whether in organizations or in politics, motivation is determined by the specific agenda, not simply by personality.

An individual may be a staunch traditionalist on one issue and a complete revolutionary on another issue. Leaders who make quick summations about the agendas of others and don’t do their homework are bound to make mistakes.

 

“Leadership is about building a coalition that can turn an innovative idea into reality.” –Samuel Bacharach

 

How to Deal With Resistance

Gaining traction and initial support is crucial. If you’re met with resistance, what do you do?

First of all, resistance should never come as a surprise to anyone. All leaders, all organizational actors, will face resistance—it’s just a question of when and how much.

In our political and organizational systems, resistance is part and parcel of the checks and balances that improve what we’re trying to accomplish.

So for starters, don’t let resistance throw you for a loop. Don’t let it shock you. Don’t let it root you to the ground. Instead, you should expect it and have a plan to deal with it.

I argue in my book that there are only a handful of ways people can resist an idea. To the surprise of my students, this really isn’t a daunting challenge. There are a limited number of ways resistance can argue against any idea and leaders can easily defend against these arguments with a little preparation. Once you’re able to categorize the arguments of resistance, you will be able to apply your counter arguments of justification.

 

Leadership Tip: Know where you want to go and whose support you need to get there.

 

Know the 3 Types of Resistors

What’s the best way to deal with resistors?

The first thing you need to understand is what type of resistance you’re facing.

In my book I look at three main types of resistors in an organizational context: active resistors, passive resistors, and internal resistors.

While I always support leaders building a wide swath of support, they might have the hardest time convincing active resistors to join their coalition. At some point, an Agenda Mover should move on and not waste his or her time.

Good Agenda Movers focus on talking with passive resistors. They are those actors who aren’t actively undermining your efforts, but certainly are not helping them, either. Since they are on the fence, so to speak, a leader can be clever and find ways to incorporate them into his or her coalition by presenting potential benefits to them.

Lastly, there are internal resistors—those who sneak into a coalition in a Trojan Horse. Agenda Movers can prevent them from showing up by monitoring their coalition and making sure they don’t let team traction and momentum slip after an initial surge.

 

“Ultimately, a genuine leader is not a searcher for consensus but a molder of consensus.” -Martin Luther King

 

How to Sustain Momentum

Once you get going, you need to sustain the momentum. How do you use small victories effectively? Why do some ideas die in this stage?

Some leaders are great at mobilizing political support for their agenda. They’re great at convincing people of the need for innovation and change. They’re great at getting others to join them. But they drop the ball once they mobilize support. It’s sort of like the politician who gets elected but doesn’t deliver.The Agenda Mover Book Jacket

These leaders stop doing their homework. They stop thinking about the team. They lose their focus and start looking toward the horizon for another big project or a big career move. As a result, they leave it to their coalition to work out the day-to-day details of implementing a new idea.

Agenda Movers can’t relax once they start building some traction. If anything, they need to work harder to drive momentum by not only celebrating small victories but also by providing the right resources and maintaining optimism. They have to supplement the prudent political competence they have used to gain support with a managerial capacity to make sure that things keep on moving. Like I said, it is one thing to gain support and it is another to deliver.

 

“People who produce good results feel good about themselves.” –Ken Blanchard

 

Is there one step in the agenda moving process where most leaders fail?