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.
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
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
My friend Mark Sanborn has advanced this idea for years. His definition of leadership is broad, one that encompasses everyone in an organization. A leader is someone who helps “people and organizations surpass themselves,” he says, adding that the test of leadership is whether “anything or anyone is better because of you.”
Mark knows leadership. In addition to his bestselling books, he is one of the most in-demand speakers on leadership, customer service and team building.
Recently, I had the opportunity to talk with Mark about all things leadership. This 10 minute video interview is a great reminder of some of the most important leadership principles. We discuss the definition of leadership and two of the biggest pitfalls leaders face.
This is a guest post by friend and mentor Bruce Rhoades, who retired after having run several companies. He often helps me with strategy. I am delighted that he is a regular contributor.
Lessons from Downton Abbey
After six seasons, the popular PBS series Downton Abbey has ended. As the series unfolded, we watched the characters evolve through many changes in their society and personal lives. As the characters changed and matured, there were numerous lessons and wisdom for life demonstrated in the show.
“Leadership through visible action is always effective.” -Bruce Rhoades
How to Help Your People, Team, and Organization Achieve
In the Seven Disciplines of a Leader, Jeff Wolf explores what leadership looks like when done right. Jeff has coached hundreds of leaders and offers his disciplines in order to benefit leaders at all levels of the organization. I recently talked with Jeff about the leadership disciplines discussed in his book.
“Companies place the wrong leadership in the job 82 percent of the time.” –Forbes
What advice do you give to someone who wants to stand out and get noticed as a leader in a large organization?
Learn what your company looks for in its leaders. See if there’s a competency model that identifies successful leaders’ strengths and characteristics. Study this model and be sure to practice the competencies. If no such model exists, seek out successful company leaders and talk with them to gain a better understanding of how they became successful.
You should also volunteer to lead small projects, which will provide useful leadership experiences and exposure. You’ll gain confidence and enhance the skill sets that are weak.
Always be curious. Seek new opportunities and experiences, and always be open to trying something out of your normal comfort zone.
I would encourage budding and aspiring leaders to create a plan, put it in writing, and then “work it.” Research proves that people who put their goals in writing are usually more successful.
Read as many books and attend as many training courses as possible, both within and outside of the company. Vary courses so you can experience a broad spectrum of leadership skills.
“A leader’s upbeat attitude is contagious and lifts morale.” -Jeff Wolf
There’s another important challenge to overcome: Learn the areas in which you must improve because we all have blind spots. We see some of our weaknesses, but it’s truly impossible to identify all of them.
It’s important for leaders to be positive and have a great attitude because they can either impart or sap energy. A leader’s upbeat attitude becomes contagious, lifting the morale of those around them. You can always teach skills, but you cannot always teach people how to be positive; they either have a great attitude or they don’t.
Be sure you are striving to work well with others and be aware how other people view you. When you stand up to speak in front of a group, do you exude confidence, present articulate, clear messages, and carry yourself well?
Coaching for Success
What is the most common reason someone calls you for coaching?
Coaching used to be thought of as a tool to help correct underperformance or, as I often call it, the “broken wing theory.” Today, coaching is used to support leaders, employees with high potential, and top producers in an effort to enhance individual capabilities.
We work in such a high-speed environment! Organizations are finally beginning to recognize the importance of helping leaders achieve critical business objectives in the shortest possible time, so they’re hiring me to speed personnel development.
I’m often brought into organizations to deal with a number of leadership issues. Providing feedback is one key area. As leaders move into greater levels of responsibility, they receive less—perhaps even no—feedback from others on their performance. The unfortunate consequence is stagnation. Critical leadership and interpersonal skills often reach certain levels, and the leader is given no opportunity to become an even better leader. Working one-on-one with an objective third-party coach offers these leaders a trusted advisor who can focus on behavioral changes that organizations are ill equipped to handle. Coaching develops extraordinary leaders. Extraordinary leaders produce extraordinary business results.
If you are a new manager, what are a few ways to have a quick impact?
Leadership is not rocket science. It comes down to living and leading by the golden rule: Do unto others as you want them to do unto you.
People make companies. As leaders, we often spend most of our time on strategy and improving bottom-line results, but what about our people? It’s our job, as leaders, to guide them, help them develop more skills, and increase productivity.
I think Walt Disney put it perfectly: “You can dream, create and design the most wonderful place in the world….but it takes people to make the dream a reality.”
For a quick impact, work to understand what your people want, not just what you want, and act accordingly. Ask your staff for their feedback with questions such as:
What can I do to make you happier here?
What do you find challenging about your work?
What’s energizing about your work?
How can I be a better leader for you to be successful?
What resources do you need that you currently don’t have?
What motivates you to work hard?
Do you feel appreciated and receive the praise and recognition you feel you deserve?
Often times a new leader’s first inclination is to become too friendly with people. After all, everyone wants to be liked. But by trying to become everyone’s friend, leaders run the risk of losing respect and influence. If your staff considers you to be one of the group, they may not respect your judgment on important issues.
Additionally, they may lose their motivation to achieve goals, fail to work hard, and assume deadlines are soft when they believe their “friend” will never reprimand them. That’s why leaders must avoid falling into the trap of becoming too friendly with their staff. The bottom line? You’re the boss—not a best friend! You cannot be objective and unbiased when staff members view you as a work pal.
“It takes people to make the dream a reality.” –Walt Disney