Jim Kerr has just written his fifth book. You may recognize the name from his weekly column in Inc. or any of his previous books. Jim has been an executive coach and consultant for nearly 30 years. Currently, he is the global chair of Culture Transformation at the management consulting and search firm N2Growth. His latest book, It’s Good To Be King: A Leadership Fable for Everyday Leaders, is written in a fun and easy-to-access parable form that enables the reader to quickly embrace his leadership takeaways.
This lighthearted story presents sound leadership fundamentals and reinforces the notion that, regardless of the circumstances, we can all learn to become even more exceptional at leading others.
I spoke with Jim recently about his new book.
“Leaders make things possible. Exceptional leaders make them inevitable.” -Lance Morrow
This book is much different from the others that you have written. In fact, some may even consider it a bedtime story. Why did you choose a fable format to house the leadership advice that you offer throughout the book?
There are two reasons that underpin this choice of format. First, I want the book to be consumed quickly and easily. There are far too many leadership titles available that offer dry and uninspired content, which make them difficult to get through and enjoy. Second, I want this book to be read and appreciated by all kinds of people, not just those who manage others in a business setting.
Sure, business professionals of all types – from the harried C-suite executive, who is looking for a quick “leadership read” to the Gen Y new hire who is eager to gain useful insight for career advancement – will find great value in the book. But I would like people who simply aspire to become better leaders in their everyday lives to want to read this book.
People like you and me who lead others in their communities, places of worship or volunteer organizations should pick up this book and find valuable insights that can help them become better leaders.
For those who aren’t up to date on the latest research, tell us why gender balance is good for organizations. What’s the case for gender diversity?
Hardwiring in the brain is different for men and women. The physical differences are associated with natural tendencies in thinking, communicating, and problem solving that are all needed in business. Men and women demonstrate these traits in varying degrees. Organizations that have traits from both genders will get the best questioning, debate, and idea generation resulting in healthier strategies and increased performance over those who don’t. Those are the organizations that will create the best products and services for their customers.
Fact: Public companies with more than 1 woman on the Board have higher returns.
I don’t believe people resist it. I believe leaders don’t know what to do to change it. That’s the biggest reason I wrote the book – to provide some actionable advice as to what leaders can do to effect change. Others have brought awareness and that’s a good first step. Now we need to start doing the things that will lead to more gender diversity in leadership positions.
Study: Companies with no gender balance on the board have lower market capitalization.
You say that you wrote the book mainly for men in power because they can change the ratio. And then you say some “get it” and some “think about it.” What’s the difference?
I wrote the book mainly for people in positions of power – anyone who is in a senior leadership role can effect change faster. At this time, the vast majority of those people are men. Of the male leaders I interviewed, I found that there are two main groups: those who “get it” and have been taking steps for several years to have more women in leadership, and those who are “thinking about it” – that is, they acknowledge that women are important to their business but are struggling to find ways to have more of them in senior leadership. The biggest difference between these two groups of leaders is that those who have greater gender balance in their organizations have taken some very deliberate steps to get them there. They take more time to seek candidates and they reach outside their known network to find female candidates. They tend to take more risks on up-and-coming talent within their organizations as well.
Reasons Companies Fail to Keep Women
It’s not only recruiting but also retention that is important to changing the ratio. What are some of the reasons organizations fail to keep women?
Some organizations still refuse to implement the flexibility it takes to keep female talent. They still view creating flexibility as making exceptions rather than viewing it as a competitive advantage. They are busy counting hours instead of measuring results. Those that continue to think that way will fall behind in the war for the best talent.
What’s unconscious gender bias and how do you recognize and deal with it?
Unconscious gender bias is continuing to hire people who are just like us (male or female) and not even thinking about the ramifications of doing so. Little to no thought is being given to examining the gender balance of the team or organization when this continues to happen. The only way for it to change is for the top leader to set the tone and lead by example. Everyone follows the lead of the CEO or President, which in itself is far more important than implementing awareness initiatives.
It’s a skill that anyone can learn. And Samuel B. Bacharach, the author of The Agenda Mover: When Your Good Idea Is Not Enough, is an expert in execution. He is also co-founder of the Bacharach Leadership Group, which focuses on training leaders in the skills of the Agenda Mover, and is the McKelvey-Grant Professor at Cornell University.
I recently had the opportunity to ask Sam about his newest book and turning ideas into reality.
Develop the Qualities of an Agenda Mover
Having a great idea is not enough. You teach a process for taking an idea into actionable reality. Before we go into your process, what leadership qualities are essential to being an effective agenda mover?
First and foremost, Agenda Movers keep their egos in check. They are aware that – no matter how good they think their idea is—there may be other perspectives out there. They understand that confidence is one thing, but they know ego can lead to delusion.
Second, Agenda Movers are deeply empathetic. I use that word in a very specific way, meaning that Agenda Movers are capable of standing in the shoes of other people and are capable of seeing the world from varied perspectives. They can see their agenda not only from their perspective but also from the perspective of others.
Third, Agenda Movers tactically focus. They are mindful of small details and tactics. They understand that charisma, bombastic ideas, and grand promises work only up to a point and that what is really needed to get things done are micro-behavioral skills.
Lastly, Agenda Movers understand that they can’t do it alone. To get anything done they need to have others in their corner. They understand the importance of coalitions, and they are able to adopt a coalition mindset.
If you look at the great Agenda Movers out there—these are the characteristics they all share.
“Agenda Movers understand what it takes to move things forward.” –Samuel Bacharach
The first step of your strategic blueprint is to anticipate others’ agendas and know where they’re coming from. I recall one person just totally missing it, oblivious to what seemed to be obvious signs. How do you help aspiring leaders to be more situationally aware of others and their motivations?
I think this is the number one mistake leaders make: They don’t spend enough time focusing on where others are coming from.
I remember years ago a student of mind was asking for advice on defending her dissertation in front of five faculty members I knew. The main advice I gave her was to stop focusing on her dissertation and instead to focus on the dissertations and research that the members of the committee had done. Simply put, I told her, “You know where you’re coming from. Make sure you know where they are coming from.”
Good Agenda Movers do their homework and I mean that literally. They dedicate time to figuring out there others stand, how they think, and what they want. They don’t presume they are born with situational awareness—they develop it and work on it.
Too often we look for shortcuts in trying to figure out the agendas of others. We think that if we understand their background or their personality, we can generalize their motivation and intention. This belief is both lazy and wrong. For most people, whether in organizations or in politics, motivation is determined by the specific agenda, not simply by personality.
An individual may be a staunch traditionalist on one issue and a complete revolutionary on another issue. Leaders who make quick summations about the agendas of others and don’t do their homework are bound to make mistakes.
“Leadership is about building a coalition that can turn an innovative idea into reality.” –Samuel Bacharach
Gaining traction and initial support is crucial. If you’re met with resistance, what do you do?
First of all, resistance should never come as a surprise to anyone. All leaders, all organizational actors, will face resistance—it’s just a question of when and how much.
In our political and organizational systems, resistance is part and parcel of the checks and balances that improve what we’re trying to accomplish.
So for starters, don’t let resistance throw you for a loop. Don’t let it shock you. Don’t let it root you to the ground. Instead, you should expect it and have a plan to deal with it.
I argue in my book that there are only a handful of ways people can resist an idea. To the surprise of my students, this really isn’t a daunting challenge. There are a limited number of ways resistance can argue against any idea and leaders can easily defend against these arguments with a little preparation. Once you’re able to categorize the arguments of resistance, you will be able to apply your counter arguments of justification.
Leadership Tip: Know where you want to go and whose support you need to get there.
The first thing you need to understand is what type of resistance you’re facing.
In my book I look at three main types of resistors in an organizational context: active resistors, passive resistors, and internal resistors.
While I always support leaders building a wide swath of support, they might have the hardest time convincing active resistors to join their coalition. At some point, an Agenda Mover should move on and not waste his or her time.
Good Agenda Movers focus on talking with passive resistors. They are those actors who aren’t actively undermining your efforts, but certainly are not helping them, either. Since they are on the fence, so to speak, a leader can be clever and find ways to incorporate them into his or her coalition by presenting potential benefits to them.
Lastly, there are internal resistors—those who sneak into a coalition in a Trojan Horse. Agenda Movers can prevent them from showing up by monitoring their coalition and making sure they don’t let team traction and momentum slip after an initial surge.
“Ultimately, a genuine leader is not a searcher for consensus but a molder of consensus.” -Martin Luther King
Once you get going, you need to sustain the momentum. How do you use small victories effectively? Why do some ideas die in this stage?
Some leaders are great at mobilizing political support for their agenda. They’re great at convincing people of the need for innovation and change. They’re great at getting others to join them. But they drop the ball once they mobilize support. It’s sort of like the politician who gets elected but doesn’t deliver.
These leaders stop doing their homework. They stop thinking about the team. They lose their focus and start looking toward the horizon for another big project or a big career move. As a result, they leave it to their coalition to work out the day-to-day details of implementing a new idea.
Agenda Movers can’t relax once they start building some traction. If anything, they need to work harder to drive momentum by not only celebrating small victories but also by providing the right resources and maintaining optimism. They have to supplement the prudent political competence they have used to gain support with a managerial capacity to make sure that things keep on moving. Like I said, it is one thing to gain support and it is another to deliver.
“People who produce good results feel good about themselves.” –Ken Blanchard
Most of us have heard of mindfulness. These days it is all the rage in certain circles. My friend Matt Tenney is one who practices it in a way that inspires. It’s not just how he does it but also where he first learned it: in a prison cell. That’s right, my friend Matt was once behind bars where he changed his entire outlook and changed the course of his life. In fact, that dark time in his life seems to have been the best time because many people have learned from his mistakes and from what he learned through the ordeal.
“Every moment of our lives can be infused with the deepest meaning possible.” –Matt Tenney
Today, Matt Tenney works to develop highly effective leaders who achieve extraordinary long-term business outcomes—and live more fulfilling lives—as a result of realizing high levels of self-mastery. He is a social entrepreneur, an author, a keynote speaker, and a corporate trainer. Matt’s clients include Wells Fargo, Marriott, Keller Williams, Four Seasons, and many other companies, associations, and universities.
What are the key ways mindfulness can help us improve professionally and personally?
Everyone seems to agree that all successes and all failures begin in the mind. Yet very few of us take time to train the mind to function better. Most of us add knowledge through study, which can be very helpful. However, we know that a person can be very “book smart” but still have great difficulty making good decisions and/or developing and sustaining healthy relationships with other people.
It is clear that just as important as what we know is the type of mind we show up with every day. Mindfulness training provides a way to systematically develop a healthier, more effective mind, and there’s now a large body of research suggesting that mindfulness training changes the physical structure of our brains in ways that help us perform better both professionally and personally.
Perhaps most important for business, mindfulness training changes the brain in ways that enhance self-awareness and mental agility, which may be the two most important leadership skills there are. These skills reduce the degree to which we’re influenced by the biases we all have. This freedom from bias can dramatically improve our business acumen and our impact on the bottom line.
Also, self-awareness is the foundation of emotional and social intelligence, which are essential for creating and sustaining high-performance team cultures. All other things being equal, over the long term, a team with a more positive emotional climate is going to significantly outperform a team with a negative emotional climate. Mindfulness training improves our impact on the emotional climate of our teams.
Mindfulness training can also have a dramatic impact on our personal lives. The practice helps free us from unpleasant emotions like anxiety, fear, and anger and helps develop a special type of happiness that does not depend on what happens to us or what we have. We can train to develop unconditional happiness.
Mindfulness training results in highly refined levels of self-awareness.
Many people read about mindfulness and have a variety of perceptions about it. What is the biggest misconception people have about the practice?
The biggest misconception I see is that people conflate being mindful and techniques for developing mindfulness. People think engaging in mindfulness practice means we have to add to our schedules unfamiliar techniques like sitting still and watching our breath go in and out. Sitting still and watching our breath is not necessarily mindfulness practice. It is one technique, of many, that can facilitate the development of mindfulness.
To begin practicing mindfulness, you don’t need to add anything to your schedule. You just need to make and sustain a subtle inner shift during the activities you already engage in every day.
Study: Mindfulness training results in physical changes to the structure of the brain.
That night, as I enjoyed a memorable dinner with the unique, powerful sound of an African choir ringing in my ears, I reflected on this proverb. Its wisdom struck me in a new way at a deep level. So many major corporate initiatives are stymied because one person wants to act alone. The motivation to act alone may be rooted in the idea of a hero, or it may be simply because someone wants to demonstrate personal accountability.
Still, going farther requires collaboration.
“The best sales-driven companies have developed the habit of conscious collaboration.” –Tim Sanders
Dealstorming: The Secret Weapon That Can Solve Your Toughest Sales Challenges is a monumental book not only for sales leaders but also for all corporate leaders. Whether saving, reclaiming, or winning new business, the techniques Tim shares are proven and actionable. Every organization wants to improve its results, and this is the best blueprint for achieving higher growth that I’ve seen in years.
But, beyond the dealstorm, the techniques in this book teach collaborative practices. The relationships built in this process do not stop with the sale, but continue, fostering a sense of purpose well beyond the deal.
I’m convinced that the techniques in Dealstorming will help you close more business, build better relationships, and increase your organization’s creativity.
“Innovating is not a way of doing things; it’s a mode of thinking.” –Tim Sanders
Many people think that the sales process is impossible to define and one where you just go with your gut. In your new book, Dealstorming: The Secret Weapon That Can Solve Your Toughest Sales Challenges, you reveal that the sales process is just the opposite: a structured, repeatable process any team can use to win the large, complex sale. What experience and research led you to this conclusion?
Over my 30+ year sales career, I’ve noticed that despite the sharpest of perspectives, without a process you get a mess. The Funnel Activity Management System has been in place for decades, where managers focus on key metrics like cold calls or closing ratios in order to produce a predictable level of sales. Or so one might think.
Throughout that process, the rep used his or her gut feeling to determine which product to pitch, how hard to close and when to move on. But today, that system is necessary, but no longer sufficient for landing high quality sales.
Around the turn of the 21st century, I began to develop the sales collaboration process I call Dealstorming. At Yahoo, while leading the ValueLab and then serving as Chief Solutions Officer, I had the opportunity to participate in 40+ strategic selling situations, where theories were tested and then measured in dollars and cents. Over the last decade, I’ve refined this process through my consultancy, where we’ve participated in 60+ dealstorms at a variety of business-to-business companies. The range of experiences has helped me create a scalable process where managers could leverage a few successful Dealstorms to train the Account Executive on how to run their own.
In writing this book, I have interviewed 200+ sales leaders to understand how they’ve approached problem solving at the deal level, and what works in today’s global-social-mobile world. Collectively, all of these experiences have produced a way of innovating at the deal level that will work for small businesses and enterprises alike. Sometimes the ‘storms will be terrific trios and in other cases, an alliance of many.
Copyright Tim Sanders. Used by Permission
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