What leadership qualities are important to today’s workforce?
The best leaders—the men and women people want to follow, not have to follow—are confident, authentic (genuine, worthy of trust, reliance and belief), and intrinsically powerful, which means they’re connected to a purpose greater than themselves.
“It’s choice, not chance, that determines your destiny.” -Jean Nidetch
Recent studies show that only about 20 percent of workers understand their company’s mission and goals. Only 21 percent say they would “go the extra mile.” Less than 40 percent believes senior leaders communicate openly and honestly.
Today many feel that they are over-managed and under-led.
Jude Rake has over 35 years leading high-performance teams. He is the founder and CEO of JDR Growth Partners, a leadership consulting firm.
You personally observed Pat Summitt’s leadership and watched her in action at half-time. You saw her growing other leaders, not demanding followership. It was such a powerful example. Would you share that story?
Several years ago when I was COO at a large consumer products company, we needed a keynote speaker for our annual marketing and sales meeting. Given that our company was a big sponsor of NCAA women’s college basketball, we decided to invite Pat Summitt to be our keynote speaker.
Pat inspired everyone with her energy and her famous “Definite Dozen Leadership Traits for On and Off the Court Success.” After our meeting at dinner, I shared with Pat that I had coached youth basketball for many years. She graciously took interest and invited me to be a guest coach at a Lady Vols game. I was floored! I took her up on her offer and eventually travelled to Knoxville for an unforgettable weekend.
I knew that Pat was an outstanding coach, and I admired her for her accomplishments, but I had no idea just how good she was at cultivating leaders throughout the Tennessee women’s basketball program. From the moment I stepped onto that campus, everything was executed with excellence. I soon learned that I would be shadowing Pat. I discovered firsthand why so many recruits chose the Lady Vols program, and why so many former players and coaches use terms of endearment when recalling Pat Summitt’s influence on their lives.
“Confidence is what happens when you’ve done the hard work that entitles you to succeed.” –Pat Summitt
Game day was quite a production, from pre-game activities to post-game reception. Anyone who watched Pat from the sidelines might expect her to lead everything with an iron fist. It was quite the opposite. Pat was clearly orchestrating everything . . . but the entire weekend appeared to be executed by everyone but Pat. She had done most of her leading and coaching in practice. The assistant coaches and players stepped up to the plate time and again, as did her administrative support staff. They took turns leading, and they collaboratively leaned on each other’s strengths to elevate performance throughout game day activities.
During the game, we sat immediately behind Pat and the team. At halftime the Lady Vols were trailing. We went into the locker room with the team. Pat was not there. I watched as the players—by themselves—took turns facilitating a brainstorming session about what had worked well and what needed improvement. Then they presented their analysis to the assistant coaches for input and guidance. Clearly, these players and assistant coaches had been trained well. They knew what to do without being micro-managed. Finally, Pat joined the team, and the players and assistant coaches collectively presented their conclusions. Pat succinctly graded their performance and assessments, added her own personal evaluation, and they aligned on an action plan for the second half. Everyone had led at some point. They leaned on each other’s strengths and focused on the biggest opportunities for improvement. They debated vigorously and respectfully. Ownership was achieved. There was no lecture or screaming. Half-time ended with a quintessential Pat Summitt inspirational call to heightened intensity and hustle, and the team went out and kicked their opponents’ behinds!
For me, this was an impressive example of a leader growing leaders and difference-makers, not just demanding followership. Pat Summitt showed us that leaders can be demanding, passionate, and ultra-competitive, yet still focus a significant amount of their time, energy, and empathy on the development of leaders at all levels of their organization. It’s what fueled her unprecedented results at Tennessee, and it’s the most important thing leaders do.
“Servant leaders bring out the best in others.” –Jude Rake
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.
Kristi Hedges is a leadership coach specializing in executive communication. You may have read one of her articles in “Forbes” or encountered her other book, The Power of Presence. Her extensive research and survey into what inspires people was fascinating. I recently asked Kristi about her latest work on inspiration in the workplace.
“When we highlight potential, we boost confidence.” -Kristi Hedges
Tell me more about the four factors that enhance our inspirational effect, what you call the Inspire Path.
The Inspire Path puts a structure to the research I found that uncovers what communication behaviors inspire others. It’s a guide to increase inspirational impact. While we can’t force someone to be inspired—and if we try to push, it backfires—we can create the conditions that foster inspiration. People are most often inspired through certain types of conversation with others. If we want be more inspiring, we should focus on being:
“What we concentrate on gets stronger.” -Kristi Hedges
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 onwhat 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.
Your research revealed that most senior marketers aren’t satisfied with their career paths. Why not? What’s different for them than they expected?
That’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
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.
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
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.
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.