The Mythical Leader: 7 Myths of Leadership

mythical leader

Misunderstanding Leadership

My friend Ron Edmondson is a pastor, author, blogger, and consultant. After reading his leadership book The Mythical Leader: Seven Myths of Leadership, I followed up with him to discuss the many misunderstandings people have about leadership.

 

“Leadership is influence.” -John Maxwell

 

Avoid the Boss Mentality

I often say that leadership is personal, not positional. Myth number one hits this immediately. What are some of the problems with the “boss has ruled” mentality?

I so hate the word boss. Maybe because I’ve had one and, no, I never want to be seen as one. Frankly, from a purely practical standpoint, the “boss has ruled” mentality simply doesn’t work. It might get the job done for a while, but it will wear people out over time. We don’t get the best people have to offer because they will only do what has to be done to meet the “boss’s” expectation. But, I think there is a bigger reason. It’s wrong. At least from my Biblical perspective, we are all – regardless of title or position – ultimately to be servants of others.

 

“The culture the leader creates impacts the feedback a leader receives.” -Ron Edmondson

 

Myth number two says that if you’re not hearing complaints, everyone must be happy. Tell us a little more about this observation.

I’ve learned even in the best organizations and on the healthiest teams, the leader only knows what they know. And, people may be either hesitant to share what they are really feeling for fear, or retribution or they assume the leader already knows the problems. I go through seasons, as the leader, where I’m simply getting the required things done. I’m traveling a lot. I’ve got a lot of projects on my plate. If I’m not careful, I can assume silence means agreement. I must consistently be asking good questions to make sure I know the true pulse of the organization.

 

7 Myths of Leadership

Myth 1: A position will make me a leader.

Myth 2: If I am not hearing anyone complain, everyone must be happy.

Myth 3: I can lead everyone the same way.

Myth 4: Leadership and management are the same thing.

Myth 5: Being the leader makes me popular.

Myth 6: Leaders must have charisma and be extroverts.

Myth 7: Leaders accomplish by controlling others.

 

 

How to Lead Creatives

A Leader’s Role in Achieving Excellence in Execution

Leadership execution
This is a guest post by Robin Speculand, author of Excellence in Execution: How to Implement Your Strategy. Robin is the founder and CEO of Bridges Business Consultancy and creator of the Implementation Hub.

Don’t Lead by Example

To guide an organization through the execution of its strategy, leaders… don’t lead by example.

In strategy execution, leaders are responsible for driving the strategy forward and championing the direction the organization is heading. This involves, for example, reviewing progress, coaching people, resolving issues, and ensuring the right outcomes are being achieved. Leaders don’t lead by example as they don’t implement strategy; their employees do.

Before you even start your strategy execution, the odds are stacked against you as more fail than succeed. I have seen from my seventeen years consulting in this field that leaders are guilty of delegating the execution and not paying adequate attention to it. When leaders do this, their people also stop paying attention to it. McKinsey & Company stated that, “Half of all efforts to transform organization performance fail either because leaders don’t act as role models for change or because people in the organization defend the status quo.”

 

Show Confidence in the Strategy

If leaders perceive execution as an interruption to the business, they will not drive and champion it.

Anything short of embracing a new strategy and its execution by leaders can be seen by employees as a lack of confidence in the strategy itself. That feeling will spread throughout the organization.

  • If you only apply lip service to the execution without championing it, employees will sense the lack of commitment and not step up; the execution will fail.
  • If you don’t create the time to oversee the implementation journey, change the agenda and explain why the organization needs to transform, then employees will sense the lack of commitment and not step up; the execution will fail.
  • If you don’t set the strategy and create the budget to allocate required funding, employees will sense the lack of commitment and not step up; the execution will fail.

 

Booz and Co. Survey: 53% don’t believe their company’s strategy will lead to success.

 

A key question to consider is:What are you willing to do to execute your organization’s strategy?”

In contrast, strategy execution progresses when leaders support their comments with time and actions. Because only so much can go on a leader’s radar, he or she has to carefully select which actions will best drive the execution forward and where to invest their time.

Booz & Company surveyed executives from around the world on the results of their organizations’ strategic initiatives. Given more than 2,350 responses, the findings suggest a high degree of disillusionment, including:

  • Two-thirds (67%) say their company’s capabilities do not fully support the company’s own strategy and the way it creates value in the market.
  • Only one in five executives (21%) thinks the company has a “right to win” in all the markets it competes in.
  • Most of the respondents (53%) don’t believe their company’s strategy would lead to success.

If leaders don’t believe in the strategy, they will never be authentic and sincere in executing it.

 

PWC Survey: 55% of CEO’s state lack of trust is a major threat to growth.

 

Demonstrate Increased Commitment

9 Behaviors of Great Problem Solvers

solve complex problems

Dealing with Problems

Problems.

We deal with them all day. Whether at work or at home, they seem to chase us down.

What if our problem-solving efforts could be radically improved?

What if you could increase your confidence in solving hard problems?

What if you could stop wasting time and money and implement the right solution?

Serial entrepreneur Nat Greene, author of Stop Guessing: The 9 Behaviors of Great Problem Solvers , says that we are trained to solve easy problems by guessing, and we often only learn to work around problems rather than tackle them.

Great problem-solvers don’t guess. They use different methods and behaviors than most of us. And anyone can learn to improve their problem-solving ability.

 

“A problem well-stated is a problem half-solved.” -Charles Kettering

 

The Hidden Costs of Bad Problem Solving

How would you describe the hidden cost of bad problem solving?

Most people understand the basic notion that when problems don’t get solved, value is lost—value to your business and life, and to society. These problems are legion. They affect our health and safety, our happiness. If you think of the toughest problems the world needs to solve, or your business needs to solve, I’m sure you’ll come up with many of them. And you’ll have a very clear understanding that solving these could make a huge difference.

These problems persist simply because we’re not solving them. However, bad problem solving is far more nefarious. Bat problem solving means poor solutions—solutions that are wasteful, painful, or make things even worse than the problem. You may know the proverb, “the medicine is worse than the disease.” Think of examples where a famous business or large government has thrown massive amounts of resources at a problem without a real strategy. Or when a major asset wasn’t working, and instead of solving the root cause of the problem, the organization just bought a new one and hurt its debt position.

Such bad problem solving is worse than the problems themselves for two reasons. First, when a problem is badly solved, people stop trying to come up with a better solution. They may have fooled themselves into thinking they had a good solution or decided the bad solution was “good enough” or even realized that by “solving” the problem, they lost political permission to keep working on it. So unlike an unsolved problem, a bad solution is something you’re likely to be stuck with.

The second issue is that we begin to believe these bad solutions are all that is possible. It’s so common for people to work around an issue, patch it, throw money at it, or learn to live with it, that if we are not vigilant, we will begin to believe this is just a harsh reality we must accept. Through their lives, many people will just lower their expectations about what’s possible. They’ll stop trying so hard to come up with great solutions to the world’s hardest problems because they’ve been taught by example that it can’t be done.

 

Why are people unable to solve hard problems?

The most basic answer is that nobody taught them how, and actually taught them how to solve easy problems instead. Easy problems have few likely root causes—perhaps 2 or 3—and guessing can be an effective way of quickly getting to the root cause. Say your light bulb is out—the bulb is probably burnt and you should replace it. If that doesn’t work, try the breaker switch. If that doesn’t work… well, maybe you just forgot to flip the switch in the first place. That’s easy stuff, and guessing works just fine.

We’ve learned to guess at problems because it’s worked for us, but it’s also reinforced everywhere. In school, if a teacher asks a question, we’re expected to shoot up our hand with a guess. If we’re wrong, we’re still rewarded—“good try!” In work, when there’s a serious problem, people get together and brainstorm “ideas” (that’s code for “guesses”) about what to do next. In the haste to solve the problem as quickly as possible, there’s such an urge to act that people want ideas they can try out immediately rather than good problem solving. Even our evolution teaches us to guess: we simply lacked the technical skills to reason out what to do about the saber-toothed tiger that jumped out from behind a bush; thinking too hard about it was pruned from our family tree a long time ago.

Such guessing doesn’t work with hard problems because by their nature they have hundreds or thousands of potential root causes. The true root cause of your particular problem is likely to be hidden or obscure, and you simply won’t be able to guess it. Finding the root cause requires rigor and patience. It requires focusing on understanding the problem and the process itself rather than attempting to come up with solutions right away. What works to solve hard problems is essentially the opposite of what solves easy ones.

 

“I never guess. It’s a shocking habit, destructive to the logical faculty.” -Sherlock Holmes

Lead True by Putting People First

Leadership Compass

Put People, Organization and Community First

No matter the industry, leaders face the same types of challenges. It’s a leader’s personal compass that makes all the difference.

Jeff Thompson, MD is chief executive officer emeritus at Gundersen Health System. He’s a pediatrician, an author, and a speaker on building a mission-driven culture. During his tenure, Gundersen Health was recognized for its quality care. Dr. Thompson was awarded the White House Champions of Change award in 2013.

I recently spoke to him about his new book on leadership, Lead True: Live Your Values, Build Your People, Inspire Your Community.

 

Leadership Tip: Show people you are there to build them, not rule them.

 

Give Others Courage

You share the dramatic story of you intubating a baby, risking your own career to save a life. There are so many leadership lessons in this story. But I want to ask this: how do you teach others to make these decisions?

No leader can always be everywhere. No rule book can cover every situation. To prepare the staff first you need to believe you are there to build them, not rule them. Holding people accountable is looking backwards…being responsible for their success is looking forward. Give them the tools to make these decisions without you. You need to set a pattern of clarity of the values of the organization, the priority of service above hierarchy, service above self, long-term good over short-term self-protection. When they see you live this, when they see you recognize this in others and support this level of behavior, they will have the courage to do the same.

 

“You want to invite new ideas, not new rules.” –Dan Heath

 

Courage and discipline. You linked these together. Tell us why and how they relate.

Aristotle is attributed to have said, “Courage is the first of human virtues because it makes all others possible.”  Courage isn’t the absence of fear, it just means fear doesn’t get to make the choice. Having courage is a great start….without courage so little will move forward. But discipline gives courage legs. It focuses and moves the work forward. It keeps you from letting your courage make a stand but accomplish little.

For example…those protesting pipelines and coal burning are very courageous…but if they also have the discipline to lead the conservation effort…they will force the market pressures to limit new pipelines and coal burning. Courage plus discipline will have a much greater effect.

Or you may have bold clear no compromise rules in your organization about how all staff will be treated or how gender and diversity will be respected. Clear, courageous but not effective unless you have the discipline to live by it when one of your high performing stars behaves badly. You need the discipline to follow up on your bold stance. No one’s ego can be more important than the well-being of the staff or organization.

 

“Good leaders don’t tell people what to do, they give teams capability and inspiration.” –Jeffrey Immelt

 

Be a Humble Leader

Communicate Like a Leader

Connecting to Inspire, Coach, and Get Things Done

 

Do you communicate with power?

 

Leadership is intertwined with communication. It’s a critical skill and it’s becoming more and more important in a world of social media and constant news cycles.

If you want to be an excellent leader, you simply must become an excellent communicator.

Dianna Booher is one of my favorites in the area of communication. She’s the CEO of Booher Research and she’s authored a staggering 47 books, including her latest Communicate Like a Leader: Connecting Strategically to Coach, Inspire, and Get Things Done. She works with organizations to help them communicate clearly and with leaders to expand their influence by a strong executive presence.

I recently spoke to Dianna about her latest work.

 

Leadership Tip: Ineffective leaders communicate in one direction, by telling.

 

The Signs of an Ineffective Leader

What are some of the signs of an ineffective leader’s communications?

Ineffective leaders tend to place great trust in their own expertise and control. Their thinking seems to follow the old adage: “If it ain’t broke, don’t fix it.” So most of their communication is one-directional—telling.  By contrast, more effective leaders like to get input from several trusted sources. They listen with an open mind and weigh facts and ideas before rushing to accept or reject these ideas as valid. The majority of their communication is collaborative.

Ineffective leaders often communicate with vague abstractions so as to avoid offense and blame on sensitive issues. More effective leaders, however, understand when an ounce of specificity is worth a ton of abstraction.

 

“Effective leaders understand an ounce of specificity is worth a ton of abstraction.” -Dianna Booher

 

While ineffective leaders may communicate directly and frequently (good habits), they often focus on controlling processes and people. Consequently, these leaders often come across as manipulative and uncaring. In addition to direct and frequent communication, more effective leaders are tactful, compassionate, and passionate when it comes to people.

Although ineffective leaders would probably never see their communication lacking in this way, they focus on detail—the “how” of a job, doing things right. More effective leaders communicate the bigger picture—the “why” of a job. And communicating that “why” to team members tends to inspire them to do their best work on the right things.

 

“What we’ve got here is  a failure to communicate.” -Cool Hand Luke

 

What to Do about that Micromanaging Boss