What does it mean when someone says “You’re understated?” My perception of this is that maybe you’re not seen as verbose and loud enough and that you’re not quick enough to voice your opinion in front of other people. Of course these situations build the brand and persona of who you are in the business world and that can heavily influence how people see you. But does it make you any more or less effective as a leader?
The thing about being a great leader is that there is no one true model to follow. All the studies I’ve done and all the people I’ve observed – the one constant is that everyone has a different approach to leadership. Some are loud, some are quite, some are collaborative, some are dictatorial….and some may be understated.
You are who you are and being under/overstated is one trait that I personally don’t feel is as important as others. I have constantly battled with the idea that I have to be more “overstated” and “verbose” and just give an opinion for the sake of it – so that I’m noticed. But do I? No…I can’t say I have.
A colleague of mine shared a really interesting article with me the other day titled “One Trait A Great Leader Can’t Live Without” – I couldn’t agree with it more. The article talks about a leader’s aversion to anything that makes them appear weak. You’re a leader – you know everything right? Being humble separates being a good leader from being a great leader. So could a perception of “being understated” make me appear weak? That could very well be the case – but I would rather stay true to who I am and what I represent.
An 18 month hiatus and a commitment to writing more regularly! I’m back.
Peter Drucker: “Culture eats strategy for breakfast”. Believe it or not? Generally, strategy rules the roast and is seen as the more important side of the equation. To me they are equally important. Can’t have one without the other. It’s like a good sporting team without a good coach, or a good coach without a good team. To succeed you need both sides clicking.
I’m fascinated with how some leaders think culture is a function of HR thing or a marketing thing. Is it the responsibility of these departments alone? Culture is in every single person in the organisation. It needs to be. Win at all costs and not living the values of an organisation to achieve? That’s a no no in my book and leads to disruptive and unproductive practices, least of all it is very demotivating and demoralising. An organisation’s core assets are its people and without people, you don’t have the ability to execute strategy. To look after your people means to develop a strong culture, a bond, a commitment, and a willingness that you actually care and have empathy.
Too often leaders pay lip service to culture. Well, it doesn’t lead to a measurable Return on Investment such as hiring someone and getting x% growth in sales – so why should I really care right? I just want to make sure I hit that financial goal! What separates good leaders from others is a commitment to people and being measured not just on the what but the how. A great leader needs to understand the value of how.
It’s often said that you don’t show your true colours as a leader until you are forced to make a tough decision. I do believe in this, and that the very essence of leadership is about showing true grit in times of uncertainty and when emotions can get in the way. I tend to think it’s easy when things are going well. As a manager and leader of people, it’s never easy to give the news of budget cuts or even harder to let roles and people go – which is happening a lot these days with the uncertainty of global economic markets. To some, people you work with are literally family, spending over 40 hours a week together. And when you have to be the bearer of bad news it’s never easy. So you appreciate the emotion that can affect people. But how, as a leader, do you pick up the pieces and ensure the rest of your team continues to push ahead with your vision in the face of challenging times?
As a leader you can’t hide behind your decisions. When things change and people depart, there’s always a sense of uncertainty, emotion, shock and confusion. Give people peace of mind and be honest about the what and the why. I think that as a leader a core skill is to be authentic and genuine. Show that as much as you’re a manager and a leader, at the end of the day, you are human. To me that’s when you gain the respect of your peers and your team. As much as it can be daunting, building that “leadership mettle” is a critical step to advancing ones’ career. I can guarantee that in any career, there will always be ups and downs. Enjoy the ups, but make use of the downs. They can be invaluable.
You’ve really got to put things in perspective. Is life fair? No. Of course not. But we’re all dealt the hand we’re given and we have to push on.
Seth Godin a highly successful author, marketing expert and entrepreneur. He founded Yoyodyne, one of the first online marketing companies, which was acquired by Yahoo in 1998. Marketing approach = emphasises the idea of building communities and delivering value – rather than pursuing people / business with marketing tricks.
His Blog: http://sethgodin.typepad.com
His Twitter: @ThisIsSethsBlog
Guy Kawasaki was one of the Apple employees originally responsible for marketing the Macintosh in 1984, now a best selling author with books like Rich Dad Poor Dad. Marketing approach = recognising the potential in creating an audience that is not merely interested in a product, but one that is dedicated to it.
His Blog: http://blog.guykawasaki.com
His Twitter: @GuyKawasaki
Who do you want in your corner? Lets get ready to rumbbbbbbbbbbble! Round 1. Fight!
By Killer Infographics: Infographic Design
I’ve worked on a few projects with a company called Seven Stories whose work is all about “bringing compelling stories to life”. They do some fantastic work and really help simplify the complexity and build s story. Working with them introduced me to the power that story telling can have on people and organisations.
As marketers, one of our roles is to tell stories. Really you ask? Think of when you had to sell an idea to your boss. Maybe it was selling the idea of a rebranding project, a creative concept on the latest ad campaign, or maybe a website redesign. Come to think of it, whether we are in marketing or not we all have to tell stories one way or another in the workplace. And as we move up the Corporate ladder, I think it’s all about telling stories to convince staff, shareholders, and the market of the journey you are taking them on. Q-How did Steve Jobs introduce the iPhone and iPad to the market? A-He had a compelling story to tell.
In business, a lot of our story telling is done by rational approaches: hard facts, numbers, return on investment. There’s nothing wrong with that, in fact, that’s how economies function. However, when you tap into the emotional side of things, that’s when you connect, when people remember you, and where you can make a difference. I guess that’s what movie directors are always trying to do in making the next Hollywood blockbuster. That’s not to say you should be coming up with a movie script each time you do a presentation to your boss in the workplace. But it is beneficial when you are selling the idea to try and think about what story you are trying to tell.
What was widely considered one of the more successful/popular Superbowl XLVI commercials recently (even though I loved the funny ones-see my post on 2012 Superbowl Ads)? It was the Clint Eastwood Chrysler commercial. Why? Because it told you a story. It took people on a journey. And it was a memorable one because it connected with people’s emotional side instead of the rational side which would otherwise just talk about the car’s features. Over 5 million YouTube views can’t be wrong!
It’s that “a-ha” moment that you want to cultivate. But it’s not just the end that’s important, it’s how you construct your story from start to finish. So when you do your next idea pitch, think about the story you want to tell. How can you connect with the audience to make it memorable like Mr W below…
Have the Lakers finally found a sniper off the bench? With the bench production being a huge cause for concern for Laker fans, it’s certainly a breath of fresh air. As the Lakers have gone 3-1 in their last 4 games, Andrew Goudelock (@0goudelock) (pronounced GOW-DE-LOCK) has put up some solid numbers whilst averaging 20 mins off the bench:
11.5 Points per Game
50% FG @ 17/34
57% 3FG @ 8/14
Selected No. 46 by the Lakers in the 2011 NBA draft out of the College of Charleston, Goudelock spent 4 years playing 140 games averaging 18.4 points per game. In his Senior year he averaged 23.4 points per game with a 40.7% 3pt FG rate whilst being an honourable mention for All-America by the Associated Press. He also captured the College 3-pt Shooting Championship. This is him:
And the kid has range! I’m talking CRAZY range!
In the games I’ve seen, one thing Goudelock doesn’t lack is confidence and killer instinct. Maybe that’s why Kobe has given him the nickname “Mini-Mamba”. As Dave McMenamin from ESPN.com writes, Goudelock has been embraced by his Laker teammates for just being ready when his number has been called. I think a lot of players that have put on the Laker uniform in the past have just been in awe and just freeze when put into certain situations. Not Goudelock. As a rookie he is making the most of his opportunities. It’s good to see him get some run.
Even though 45 players went ahead of him in the draft, he has clearly used it as motivation.
As Goudelock said: “You try not to think about those types of things but that means 45 teams passed up on me. I think I’m just as good as everybody in that draft”.
Whilst these last 4 games are anything but to base his future on, it sure points in the right direction. One can only hope that Coach Mike Brown continues to give him minutes (even when Steve Blake returns from injury). Yes, he surely will have growing pains but you can’t complain about his attitude and his determination.
So even when the chips are down and people doubt you, keep up the fight and believe in yourself. Whether on the basketball court or not, I think this applies.
As I look back at 2011, it had very high highs and very low lows. My time at Veda was filled with immense challenges that were richly rewarding. I would have it no other way. The thing I am most proud of is to see the development of the people that I am responsible for in my team. To see each of them achieve their goals was very fulfilling. Spending more than 40 hours a week with “my crew” – they don’t just work with me/for me – they are a second family to me. It’s been 18 months for me at Veda, and to look back on Day 1 to the present, so many things have changed and more importantly the impact of what our Team does for the organisation has been seen. Thanks Guys.
On a personal note it’s been a roller coaster last 6 months. Cherish life. Honour death. In life, you take the good with the bad, the laughter with the sorrows, and the smiles with the tears. The most important thing is to move forward and think positively. Easier said than done, but I always think to myself that there are millions of people all over the world who are in a worse predicament than I am in – people not having basic food and shelter and having a right to live. No matter what happens to me, I will always feel that I am quite lucky to have been given the opportunity to be who I am and to have done what I have done. What this has taught me is that there’s no time to think about what might have been and ponder the “What-if’s” of the world. It’s all about looking ahead and working on what will be. There’s always light at the end of the tunnel and being and feeling happy in work and play is what it’s all about. Goodbye 2011. Hello 2012.