LEARNING

Aug

2021

Learning from a Leader in the Tech Industry

I was sitting across from a man who has led six different tech companies over the years and presently is the Chief Strategy Officer for Counterpart. I always enjoy these conversations and learning from leaders and their experience. During this time together I was able to learn the three principles that guide him as he has assumed various leadership roles over the years.

Giving

“You can have everything in life you want, if you will just help other people get what they want.”

Zig Ziglar

This idea applies in many ways. Generosity is at the foundation of many successful people’s lives. One of the biggest ways Drew applies this idea of giving in his leadership is by investing in his people. The greatest asset we have on our team or in our organization is the people. This leader invests in his team in a couple key ways.

Nurtures their strengths. The tendency may be to focus on improving our weaknesses, but when leaders nurture the strengths of those they lead then they are going to multiply the results. As Buckingham and Clifton say:

“you will excel only by maximizing your strengths, never by fixing your weaknesses.”

Understand them. This requires a leader to slow down, communicate, observe, and listen. If we are busy giving orders and fail to slow down and connect with those we lead we fail to invest. Taking time to give our time will multiply in the return when done genuinely and strategically.

Transparency

This idea could be discussed in a blog of its own. I have asked some of my mentors how to be transparent with those we lead, but not too transparent that it creates more unnecessary challenges. The two ways Linn suggests we be transparent are through integrity and honesty.

Nothing is more frustrating for those being led than when what we say and what they experience from us are out of alignment. This alignment only occurs with integrity and honesty. If the organization is struggling be appropriately transparent. While being transparent leaders need to discern how much to truthfully share without creating alarm and also create appropriate urgency. This transparency is also evident when the leader is humble enough to admit not knowing all the answers and engaging the team for solutions.

Continual Learning

The humility I mentioned above is the backbone of Drew’s final leadership principle. He realizes he is not the smartest person in the room. As leadership expert John Maxwell says, if we are the smartest person in the room we are probably in the wrong room. Drew has two key ways he maintains a learner’s mindset.

Get out of his comfort zone. I was talking to my mentor and coach one day and he reminded me that I have to be comfortable with being uncomfortable. As leaders when we stay in our comfort zone too long we risk what we lead either plateauing or declining.

Learn people’s story. As I mentioned earlier, people are an organization’s greatest asset. When we take time to learn about others we are showing we care and will be able to align the team/company vision more intimately with someone’s personal vision.

Leadership is a journey and we are all growing every day. If not, we may not be leading much longer. Which of these three areas do you need to develop in? Need help thinking into it? Contact me for a thirty-minute thinking partner session at no cost to you. Lead Well.

Feb

2020

A Four-Letter Leadership Word

Love is necessary for effective transformational leadership. Stick with me a minute. I know this sounds like a soft skill that could have nothing to do with leadership. Think about this though. Who is one of the best leaders you have had?

Was the individual harsh and overbearing?

Was the person kind?

Was the person a mixture of both?

Both are necessary and provide “tough love.” Accountability and standards are necessary in combination with discernment on when to provide the room to grow and forgive. Take a moment with me and look at these four ways to demonstrate “love” in leadership.

Learning

“Learning . . . seeing the world simultaneously as it is and what it can be, understanding what you see, and acting on your understanding.”

Warren Bennis

A leader who is a learner will seek to understand those he or she leads. One way is to understand their communication style and adjust how we deliver our message in a manner they can hear. If you want to invest in learning your communication style then go here.

More often than I want to admit, I overreact and jump to conclusions before understanding a situation. As leaders we demonstrate love and build improved connection when we slow down to learn about the situation. Instead of assuming the worst, I need to take time to understand all sides and then make a conclusion. This exemplifies what Bennis stated above.

Optimism

“Avoid entertaining the concept of the worst, for whatever you take into your mind can grow there.”

Norman Vincent Peale

I naturally tend to see the challenges of a situation, therefore I understand optimism is a choice. Leaders must accurately assess the situation, but then see the possibilities. When we have that picture we paint a picture for those we lead to help them see how they can positively contribute to achieving the vision.

As Peale suggests we want to focus on the possibility instead of the worst because where our focus goes our mind stays. When our minds stay more focused on the challenge than the solution, we get results in line with that focus. As leaders we have a challenge to help others see the possibilities even in the most difficult of circumstances.

Value

Tasks need to be accomplished in order to meet a goal, and people are the ones who perform them. Effective leaders help those they lead understand their value by first helping them see their personal role in the bigger picture. Another great way to help them understand their value is by identifying their strengths.

After identifying those strengths, position them for success by having them working in their strengths often. When this occurs not only are they more personally effective, but they are utilizing their most valuable assets for the organization’s overall benefit.

Encouragement

Blanchard and Zgarmi developed a process of leading called “Situational Leadership.” I suggest this model provides practical application to the idea of encouraging those we lead. According to the model individuals need varying degrees of support and direction. As leaders who care about those we lead we will come alongside others to encourage, equip, and eventually let them perform on their own. When we are leading with the appropriate amount of encouragement, we increase their confidence and performance.

As you look at these four areas which area can you strengthen this week? As leadership expert John Maxwell says “leaders develop daily not in a day.” What is one way you will develop today? Lead well.