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.
Let’s start with the first word in the title of your book, Contagious Culture. How are leaders contagious?
In so many ways: our mindset, our regard for others, our attitude, our energy – it’s all contagious. Going a bit deeper, I look at “contagious” in two ways: 1) how a leader makes others feel, and 2) how he or she influences how others show up by how he or she shows up.
A leader’s intention, energy, and presence has a big impact and huge influence on the people around her. It’s felt in her presence, how she shows up in a room, how she regards others. People respond to that and are either inspired and uplifted by it or demotivated and deflated by it. The minute a leader walks into a room he or she is setting the tone – if they’re in a good mood, people feel it. If they’re in a bad mood, people feel it. If they’re optimistic, people feel it. If they’re worried, people feel it. We are always having an impact with our presence and how we show up. This impact is felt by those around us and is often paid forward.
Just think of the last time you were in a conversation and in a good mood, and the person you’re talking to starts complaining or gossiping or their energy is just negative, and all of a sudden you start to find yourself complaining, gossiping, feeling negative. Or, you have a positive regard for someone in your company, and a leader in the company starts to “bad mouth” them – even in a lightly nuanced manner, and you start to feel your regard shift. You’ve “caught” that person’s state. We do it all the time. It’s easy to match a “low vibe” or “negative state.” We’re driving our kids to school and we’re in a funk, all of a sudden the whole car is in a funk. You’re in a great mood, your teenager is giving you grief, and slowly but surely you feel your energy start to drop and that good mood turns bad. The company is going through a challenging time, and the energy of doom and gloom starts to take over. Fortunately it works both ways… An executive with great energy and presence walks into a room, and all of a sudden the room feels lighter, creative, more alive. You’re in a funk, you have a quick chat with a colleague who’s got great energy, or meet a random stranger in an elevator who feels nice to be around, and voila, your state starts to shift. You’re feeling “ick” about one of your colleagues and someone shares positive regard for them, and you get a glimpse into another possibility.
At the end of the day when you want to look at how you feel walking away or walking into something (a conversation, a meeting, a room) – do you feel good, big, fuller, awake, expansive? Or do you feel exhausted, small, drained, yucky, constrictive? That’s energy – and it’s contagious. It works for the positive (it’s a super power) and it also works for the negative. Gossip, complaining, making stories up, regarding other people poorly, negative energy, these are all contagious and highly influential. Fortunately it works the other way too: accountability, seeing the good in people, optimism, and positive energy. We can choose which way we want it to go and that takes leadership.
“You become what you believe, decide, and act upon.” -Anese Cavanaugh
5 Components of Showing Up With Intentional Energetic Presence (IEP)
You developed the 5 Components of Showing Up With Intentional Energetic Presence. How’d you develop this model?
This came from experiencing for myself and watching over and over again with clients and our program participants the cycle of how I notice “impact” and “showing up” really happens – and what’s necessary to make it sustainable and effective. When I broke it down, I could see these 5 components forming a cycle. You can enter at any point, but you need all five. Some days, depending on where you’re at and what you need (and what the room, project, your team, or the other person needs), the entry point might be different.
I find that intention and impact are really good book ends or anchors – what’s your intention for the impact you want to create? Your energy, your presence, and your actions & skills are going to help make it so. I noticed years ago that people often would go really heavy on one or two of these components, but they’d leave out the others and it would cost them – impact, relationships, peace, results – so I put them all together. These work with the IEP Leadership Model shared in the book, in that each level of the model helps strengthen and nourish these 5 components.
“Your meetings and agreements are where culture shows up.” -Anese Cavanaugh