10 Principles of Truly Great Leaders

great leaders

Truly Great Leaders

 

If you want to take your leadership to new levels, I highly recommend you start with Kevin Kruse’s new book, Great Leaders Have No Rules. Packed with practical and contrarian advice, you’ll find yourself adopting new practices immediately. If you want to become a more effective leader, put down your device, close the door, and open the pages of this book to begin your leadership journey.

Kevin Kruse is a bestselling author and a serial entrepreneur. His articles appear in numerous websites including Forbes. Don’t miss his LEADx Leadership Show (in fact, Kevin interviewed me for the show here.)

I recently spoke with Kevin about his new book which is already one of my favorite leadership books.

 

“Leadership is a superpower.” -Kevin Kruse

 

Leadership is a Super Power

Your new book pulled me in immediately from the first pages. In the introduction, you say, “Leadership is a super power,” and “Almost everything we’ve been taught about leadership is wrong.” Wow. Tell us more about your current perspective.

I think too often, we think of leadership as a something fancy or complicated or abstract, which is why most people don’t think about it very often at all. But when you boil it down to it’s simplest definition, leadership is influence. And when you realize that, you realize how powerful successful leadership can be.

If you can influence yourself to put down the potato chips and get on the treadmill, you will change your life. That’s self-leadership. If you can influence the quality and intimacy of your relationship with your spouse, you can literally save a marriage through leadership. And of course when it comes to the more traditional leadership at work, well, my horrible leadership caused my first two companies to go out of business. But successful leadership was one of the primary factors in other companies I’ve owned winning awards for both fast growth and being a great place to work.

 

“Great leaders understand the true value of time. You can never get a minute back once it’s wasted.” -Kevin Kruse

 

Lead With No Rules

Jacob Riis

6 Key Elements of a Healthy Culture

culture question

Like Where You Work

The authors of The Culture Question: How to Create a Workplace Where People Like to Work believe that everyone should be able to like where they work. This is a compelling vision, and after reading the book I reached out to two of the four authors, ACHIEVE CEO, Randy Grieser, and ACHIEVE Managing Director, Eric Stutzman, to learn more about their thoughts.

 

Culture is the relational environment in which we work, and it’s how we work together.

 

Culture: How People Behave and Interact

What is your definition of culture?

Workplace culture is really about how people behave and interact. This includes how decisions are made, how disagreements are voiced, how conflict is resolved, and how people connect when they pass in the hall. Culture is the relational environment in which we work, and it’s how we work together. The simplest way we’ve come to describe culture is, “It’s the way things work around here.”

While culture is not physical, you can feel and see it in the language we use, our rituals, and the stories we tell. Even simple things like whether people feel comfortable displaying personal items on their desk or walls can tell you a lot about an organization’s culture.

We describe culture as being on a spectrum between healthy and unhealthy. Healthy cultures are full of energy and productivity, whereas unhealthy cultures produce unmotivated employees. Most organizations are not completely healthy or entirely unhealthy, but rather lie somewhere in the middle. Or there are parts of the culture that are good, and parts that are bad.

 

One of the hallmarks of a healthy culture is that leaders communicate change well.

 

Why is workplace culture important?

The goal of most workplaces is to get things done. When we have a healthy workplace culture, it sets the stage for doing good work. In our opinion, culture is the most significant factor that influences work relationships, employee happiness, and productivity. We agree with the phrase attributed to Peter Drucker: “Culture eats strategy for breakfast.” You can have the most incredible strategy imaginable, but if you don’t have a healthy culture in which to execute your strategy, it’s just words on a page.

In our opinion, nothing impacts employee engagement more than workplace culture – and almost every leader and human resource manager we know would like to see engagement increase. The secret to improving employee engagement is culture.

 

A healthy culture is much like a car that requires regular, ongoing maintenance so it can continue to serve its purpose.

 

What does it look like when leaders truly prioritize culture?

As leaders, we are all stretched in multiple directions. As such, it is tempting to focus on all our other operational demands at the expense of culture – culture becomes something we will eventually get to once other priorities are dealt with.

Healthy cultures require intention and effort. When leaders prioritize culture, it becomes part of the daily and weekly conversations they have with others – culture may even become the agenda item for a meeting. The good news is that when operational challenges emerge in organizations with healthy cultures, everyone is more willing and able to rise to the occasion.

 

Don’t miss:  Turn Your Mistakes Into Gold. Skip’s appearance on Inspire Nation in video or audio.

 

Common Leadership Mistakes 

Henry Adams

How to Attract and Retain the Best People

Hire the Best

 

During one of my interviews, someone asked me about my biggest career mistakes.

“That’s easy,” I said, “I have made the mistake of hiring the wrong person. It is an expensive error.”

Since that early career mistake, I have developed a number of strategies and techniques to reduce my hiring errors. And that’s why I loved The Right Hire: Attract and Retain the Best People because the book shares many techniques to get the right person for the job. The book explains that hiring should be both part of the organizational strategy and strategic. I had the opportunity to speak with Lisette Howlett who has fifteen years of global change leadership and business development experience.

 

Make Hiring Right A Part of Your Strategy

How do leaders ensure that hiring is part of the overall organizational strategy?

At its most simplistic, by simply putting it into the strategic plan and elevating it to be part of the leadership and strategic agenda.

The strategic plan outlines where the organization aims to be in the chosen timeframe, typically 5 years, and it should include a section on the organization implications and the hiring strategy required for success.  Adopting an effective hiring strategy is core to the achievement of this plan and will cover different aspects depending on the organization’s strategic intent.  If, for example, the organization is seeking to change direction, expand to new markets or even leave markets and sectors, the hiring plan needs to reflect this.  How will people be hired in anticipation of the future plans, how will they be developed and made ready?  Hiring in this context is not just hiring new talent into the organization from outside but also hiring (or promoting) people from within the organization to new roles and locations.  And similarly, if an organization is exiting a market or geography, thinking about how any key talent in this unit might be retained is critical as well and should be part of the exit plan.

In terms of elevating hiring to be an integral part of the leadership and strategic agenda, one of the best ways to do this is to adopt a balanced scorecard approach and ensure that time is spent on broader leadership topics as well as financial performance.

The less simple way is to invest in the development of what I have called a hiring culture.  This is a culture where the organization is always on the lookout for talent and takes action when it is spotted.  The search for talent, once again, can be internal as well as external.

Additionally, taking a more strategic approach to hiring will go a long way towards ensuring that hiring is part of the organizational strategy.  By this I mean that we need to move away from treating it as a transaction that is forced upon managers due to the need of someone to fill a vacant position in the organization.  We need to think of hiring in the medium term and even long term and start to develop hiring plans to support this.  At the organizational level, think of the competencies and attitudes that you will need for ongoing organizational success and start hiring for them now.  Plan the numbers and skills you will need for your future organization and work to that plan.  For jobs that you know you will always be recruiting, invest in strong talent sourcing systems and hire continually whenever you spot talent.  Hiring ahead of the curve will give you the time to wait for top talent rather than rush to bring someone in just to cover the mounting workload.

 

Don’t miss Skip’s appearance on Atlanta’s Small Business show talking about the 9 Mistakes of an Entrepreneur.

 

The Cost of a Wrong Hire

I’m always surprised at the high cost of a wrong hire. Would you share some of the statistics on making a bad choice?