How Leaders Create A Compelling Vision to Engage & Inspire

company vision

Lead With Vision

Leaders create a vision and engage a community to achieve it.

What does it mean to lead with vision?

It’s a question that authors Bonnie Hagemann, Simon Vetter, and John Maketa researched extensively, surveying over 400 companies in search of the answer.

I recently spoke with the authors about their new book, LEADING WITH VISION: The Leader’s Blueprint for Creating a Compelling Vision and Engaging the Workforce.

 

Would you share the story about “going up the stairs two steps at a time” and how it impacted your view of leadership and culture?

Yes, of course.  Back in 2006 I had a meeting with Jim Bolt, the founder of Executive Development Associates (EDA), to discuss how I would run the company. Jim had been developing senior leaders since the early 1980s and was a renowned expert in the field. I knew I had much to learn from Jim and hoped we could work together. I didn’t know at the time that the very first piece of advice he would give me would shape and inform every leadership decision I have made since. Before I left that meeting, Jim handed me a book from his shelf called Let My People Go Surfing by Yvon Chouinard, founder and CEO of Patagonia, a sports clothing company.

The book is the story of Patagonia with an emphasis, almost a plea, for sustainability.  Jim wanted me to start thinking about how we could help with this effort, I read the book but it was something else within that captured my attention. The CEO of Patagonia wanted to build an organization where employees were compelled to come to work. Yvon Chouinard wanted a company where employees were a part of their environmental mission.  He wanted employees to be wholly engaged and committed.  He said, “Work had to be enjoyable on a daily basis. We all had to come to work on the balls of our feet and go up the stairs two steps at a time” (Chouinard 2005, 45).

That statement struck me as extremely important.  Imagine the creativity and courage and productivity that would come from a workforce like that.  The power of it is immeasurable.  That is what visionary leadership can do.  It can unleash the power of the workforce.

 

Visionary leaders create a clear picture of a positive future state.

 

The 4 C’s of a Visionary Leader

What’s your definition of a visionary leader?

A visionary leader is a person who steps out and creates a clear picture of a positive future state.  It takes a lot of courage because creating a vision for the future is basically imagining what could be and what should be.  That feels very risky for leaders.  It is stepping out of the norm.  There are certain things they will need to do.  In the book we explain further by putting it into 4 Cs.  They must:

  1. Embody courage,
  2. Forge clarity,
  3. Build connectedness, and
  4. Shape the culture.

 

What advice do you have for a leader struggling with creating a compelling vision? 

Transform Your Organization with Servant Leadership

Transform Your Organization

I’ve personally traveled all over the globe teaching servant leadership. My book, Leading With Others in Mind, is all about the nine qualities of a servant leader and how every organization can benefit from these practices.

Art Barter recently wrote a journal, The Servant Leadership Journal, which takes readers through an 18-week journey. Filled with space for reflection and exercises, the book is a thoughtful way to reinforce the servant leadership mindset. Art is the owner of Datron World Communications, Inc., and he took that business from $10 million to $200 million using these principles. Because of his passion for this type of leadership, Art has also founded the Servant Leadership Institute.

I recently asked him about his work in this area.

 

“There’s a wonder and magic in leaving your ego behind and serving others.” -Art Barter

 

Find Your Why

What would you say to yourself if you could go back and talk to the Art just starting his career?

I would tell the Art just starting his career to respect authority, find his “why” and not let others define him. And I would tell him to find a mentor who practiced servant leadership. With that kind of attitude, I would have looked for the significance in my career, not just success, at a much earlier age. I wish I had realized the importance of serving first and knowing the joy that comes from helping your employees thrive.

 

 

“To be trusted is a greater compliment than being loved.” -George MacDonald

 

Why did you decide to do a journal versus a traditional book?

The word “serve” is a verb, an action word. Presenting our behaviors of a servant leader as a journal gets readers involved in action — working to change their behavior, which in turn helps to change mindset. Working through the journal and creating their own visualization for living the behaviors will have a greater impact on their transformation. As Ken Blanchard says, “Leadership is an inside out job.” The journal involves readers with the “inside” work only they can do. The goal is to create leaders who live with an orientation toward serving others.

 

“Leadership is an inside out job.” -Ken Blanchard

 

Practice, Practice, Practice

What’s the best way to change behavior? How do we know which behaviors to change first?

I think the best way to change behavior is to practice, practice, practice. Set small goals and be intentional. You will begin to assess situations differently, from a servant’s perspective. You will approach others with an attitude of, “How can I add value here?”

As for which behavior to change first, one approach we advocate is to work on the Serve First behavior before moving on to the other behaviors. But we also need to meet people where they are, so another approach is to do a self-assessment or have peers assess you on the nine behaviors and work on the ones for which you have the lowest scores.

Through this process, I cannot emphasize enough the need to listen to those closest to you.  They will give you great feedback if you are willing to listen and then act.

 

“The best way to change behavior is to practice, practice, practice.” -Art Barter

 

Cultivate Servant Leadership Behaviors

Personality at Work: The Drivers and Derailers of Leadership

The Link Between Leadership and Personality

Organizations are shaped not only by products and marketing but also by the characteristics and traits of their leaders.

Organizational psychologist Ron Warren in his new book, Personality at Work: The Drivers and Derailers of Leadership, discusses the impact of a leader’s personality on an organization. He created the LMAP 360 to help leaders have a perspective of their impact.

I recently spoke with him about his research.

 

“Personality is to a man what perfume is to a flower.” –Charles M. Schwab

 

You’ve been researching personality and leadership for decades. What are some of the more surprising conclusions you’ve reached?

Surprisingly, that the same traits that drive individual and team performance and those that derail effectiveness haven’t changed in the last 50 years. While almost everything associated with the world of work now evolves very quickly as technology transforms every 18 months per Moore’s Law, humans are quite similar to Stone Age humans.

There are four key domains of personality in play: Grit: the Task Mastery Traits, EQ: the Teamwork Traits, Dominance, and Deference. Broad research identifies behaviors associated with Grit and EQ as key drivers for leadership, teamwork and communications. Fortune Magazine editor Geoff Colvin calls them “high-value skills.” Broad research also identifies behaviors associated with Dominance and Deference traits that derail leadership, teamwork, and communications. Others refer to these derailers by different names like over-aggression, difficulty managing emotions, failure to build teams, excessive caution, but they are rooted in basic dominance and deference behaviors.

Interestingly, Grit and EQ appeared latest in human evolution – called phylogeny – and also appear latest in individual development – called ontogeny. And a basic law of human development is ontogeny follows phylogeny. Neuroscience shows that for many people, the full maturation of the frontal cortex goes on into the mid-twenties … and for many people, this might be required for their full maturation and thus ability to access Grit and EQ. In contrast, Dominance and Deference behaviors are almost inborn and evident in toddlers – and in other animals. Some people develop Grit and EQ, but many do not.

One lesson for emerging professionals is to be aware of a need to think before they act to summon and leverage Grit and/or EQ – which may not be abundant naturally. One way is to suppress Dominance and/or Deference habits and behaviors if they are prominent, as they actively interfere with Grit and EQ. Grit requires planning and thinking about projects and work; EQ requires attending to and considering people and relationships.

 

“Personality is an unbroken series of successful gestures.” –F. Scott Fitzgerald

 

How Personality Impacts Leadership

Share an example of a personality trait and how it impacts leadership.

Sure. Consider someone very high on Need to Control, a Dominance trait. They are domineering and bossy, opinionated and like to advocate ideas rather than listen or seek collective intelligence; they get impatient and are vulnerable to the confirmation bias; they may act before thinking it out. Not too surprisingly, Need to Control is negatively associated with leadership, teamwork and communications … Now, Skip, of course personality traits do not operate in isolation, so what also matters are the other traits in a Profile with Need to Control!

The LMAP assessment is a Circumplex model where traits are organized on a circular chart that represents how they interact with and are influenced by the presence or absence of other traits. I’ve been building systems like this since 1984 – how weird is that!  Anyway, in my book and in our assessments, the focus is on overall Personality Profile – combinations of 13 personality traits – rather than one trait.

So consider High Control and:

  • Add high Rigidity, Hostility, Competitiveness (Dominance traits) and I can guarantee there will be problems and it will be unpleasant.
  • Or add in Achievement Drive and/or Conscientiousness and/or Innovation – better yet, all three Grit traits – and you get a high performer, great at cranking results but not to lead and positively motivate a team – without at least average EQ.
  • Finally, take away Hostility and add in even-average Helpfulness or Sociability and it looks like the Profile of a super effective Managing Editor of a major newspaper I assessed, an introvert with high Control, Conscientiousness, Achievement Drive, Innovation and about-average Helpfulness: a great editor and leader in a tough business and a journalist coach and mentor for his direct reports.

For this fellow, the prominent Dominance wasn’t a derailer because he had just enough EQ traits to temper it… And managing editors of major newspapers must have strong opinions.  But take away his average EQ and mentoring style and then his dominance would go unchallenged and impair his leadership effectiveness.  I like how Angela Duckworth, the University of Pennsylvania Professor and Macarthur Genius Grant winner, says in her book Grit: “As a psychologist, I can confirm that grit is far from the only—or even the most important—aspect of a person’s character . . . There are many other things a person needs to grow and flourish. Character is plural.”

Why Pixar, Netflix, and Others Succeed Where Most Fail

Build an Extreme Team

 

Teambuilding.

It seems easy enough. Hire talented people who are motivated to achieve something and together the team is formed.

What could go wrong?

Most of us who have been in leadership positions realize that building a team is far more difficult than hiring talented individuals.

It’s a process. From understanding individual styles to improving communication, it’s a constant effort.

That’s why nearly every leader I know is constantly working on the team.

One of the experts I follow is Robert Bruce Shaw. He’s a management consultant focused on leadership effectiveness. He has a doctorate in organizational behavior from Yale University and has written numerous books and articles.

He’s also an expert on teams and has a new book out: Extreme Teams: Why Pixar, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail. After I read his new book, I asked him to share some of his research with us on teams.

 

“Extreme teams realize that tension and conflict are essential to achieving their goals.” -Robert Bruce Shaw

 

Elements of a Highly Successful Team

What are some of the elements of a highly successful team?

I assess a team’s success on two dimensions.  First, does the team deliver the results expected of it by its customers and stakeholders (in most cases, more senior levels of management within a company).  Does it deliver results in a manner that builds its capabilities in order to deliver results as well into the future?  Second, does the team build positive relationships among its members as well as with other groups?  This is required to sustain the trust needed for a team to work in a productive manner over time.  These are the two team imperatives:  deliver results and build relationships.

 

What’s an extreme team?

Teams that continually push for better results and relationships are what I call extreme teams.  Most teams work in a manner that emphasizes either results or relationships – and fail to develop each as an important outcome.  In addition, some teams settle for easy compromises in each area in striving to avoid the risk and conflict that can come when pushing hard in either area.  For example, a team that pushes hard on results can strain relationships.  Or, a team that values only relationships can erode its ability to deliver results.  Extreme Teams push results and relationships to the edge of being dysfunctional – and then effectively manage the challenge of doing so.

 

“Results + Relationships = Team Success.” -Robert Bruce Shaw

 

Foster An Extreme Team Culture

How do leaders help foster a culture where extreme teams thrive?

My book examines five practices of cutting-edge firms that support extreme teams.  These firms are unique in how they operate but do share some common practices.  I will mention three of these success practices:

1) They have a purpose that results in highly engaged team members.  This purpose involves the work itself but also includes having a positive impact on society.  Pixar, for example, attracts people who are passionate about making animated films that emotionally touch people.  Patagonia attracts people who love the outdoors and want to do everything they can to protect the environment.

2) They select and promote people who embody their core values.  Cultural fit becomes more important than an impressive resume.  Alibaba looks for people who fit its highly entrepreneurial culture.  The firm’s founder, Jack Ma, describes this as finding the right people not the best people.

3) They create a “hard/soft” culture that works against complacency.  In extreme teams, people realize that they need to be uncomfortable at times if they are to produce the best results.  This need is balanced against the need for people to feel they are part of community that supports them and their success.  Each firm I profile in the book does this to a different degree and with different practices.  Each, however, is more transparent and direct than conventional teams.

 

“Cutting edge firms have a critical mass of obsessive people and teams.” -Robert Bruce Shaw

 

Deciding what not to do is an important challenge. What do the best teams do to focus?

5 Principles of Engagement That Will Transform Your Business

It’s All About Engagement

We’ve all seen it. Questionable decisions, made in a corporate office, are rolled out. No one questions the corporate mandate. Sure, some may grumble or may complain about the stupidity of something, but little is done. No one is listening anyway, especially to the employees who are just told to hit their numbers.

 

“Engagement is being totally present.” -Steven D. Goldstein

 

Steven Goldstein was an executive at Sears when he visited a store in Florida. His question Why Are There Snowblowers in Miami?, is now the title of his book and is a wakeup call to leaders. Engaging with employees and customers in the right way will help organizations make better decisions.

Steve has held executive positions with leading global brands including American Express (Chairman & CEO of American Express Bank), Sears (President of Sears Credit), Citigroup and others. He also has advised numerous CEOs on how to improve performance.

 

“Leaders connect by interacting authentically with employees, not by dictating to them.” -Steven D. Goldstein

 

How a Snowblower Changed Everything

The story is such a compelling example that I have to ask you to start with it. Tell us about the title of the book and how it impacted your leadership thinking.

Twenty years ago, while I was President of the Sears Credit Card business, I happened to be in Miami in February to make a speech. As I always did, I visited the local store – to have a look around, talk to employees and see what we could do for them to help improve sales. When I walked into the lawn and garden department, my eyes were immediately drawn to four shiny red snowblowers. I found a salesman and asked him, “Why are there snowblowers in Miami?”

On my flight back to Chicago, I started to think about all of the other “snowblower” stories I had come across in my career, and it struck me as a perfect metaphor for what is wrong in business. Since then, my experience in leading, advising and investing in companies convinced me that there had to be a way to attack this.

 

“Maintaining the status quo keeps you from achieving your full potential.” -Steven D. Goldstein

 

I tend to question everything.   If someone tells me, “That’s the way it’s always been done,” I will challenge that process. Because what I have found is that with many leaders, there is a gravitational bias towards the status quo. And while it’s not likely to get you into trouble, simply maintaining the status quo will keep you from achieving your full potential.

I began codifying the approaches, principles and practices I was using and realized it would be great if I could share this learning with other leaders so that they could improve the performance in their own organizations. So I began writing this book, and I thought this was the only title that made sense.

Most recently, I have been giving speeches about these principles and working with several leadership teams to teach them how to make this part of their daily diet. It is resonating extremely well.

 

“A company is only good as the people it keeps.” -Mary Kay Ash

 

Adopt an Outsider’s Perspective

How do leaders best adopt an outsider’s perspective — especially if they have been at an organization for many years?

For many leaders, this is not easy to do. If you are a consultant or a private equity investor, you look at a business as an enterprise consisting of assets that generate cash flow, which in turn generates attractive returns to shareholders. Through that aperture, you want to identify those areas where changes, improvement and new directions can be made to enhance value. You are consciously looking for those nuggets.

For many leaders, those nuggets are hiding in plain sight. Leaders must first accept that adopting an “outside in” perspective is critical to finding this gold. I’m currently Chairman of a private equity-owned company, and recently the leadership team was in a brainstorming session to explore new opportunities and approaches as well as to consider whether our existing business model needed changes. After discussing many good ideas, someone asked, “Will our PE owners be OK with this? I’m not sure they will.” My answer to him was, “They are looking to us to present them with a plan that makes sense, and if it does, they will say thank you.”

Like most things, leaders must accept the fact that their views are colored, even distorted, by their history with the company – and that this skewed perspective limits the possibilities they are able to see. They have to be willing to take the first step, as with any program that induces change. I tell leaders to take a long walk, forget everything they know about their business, come back into the building as if it were the first time and just start asking questions. While it may sound somewhat silly, it actually creates some discomfort; more importantly, it generates excitement about this exploration possibly leading them in new directions. I myself question everything: Why do we do it that way? What does that mean? What other options have you explored? Do you have the right players in each position? This “fresh eyes” approach is one of my five principles of engagement and is essential for generating any real, positive change.

 

“Don’t judge each day by the harvest you reap but by the seeds that you plant.” -Robert Louis Stevenson

 

Most connections don’t happen inside the boardroom. Why do so many leaders fail to connect with those who could fuel the company’s success?