Words that came to mind when reading and thinking about Adam Bryant’s interview with Arkadi Kuhlmann, chairman and president of ING Direct USA, included authenticity, confidence, trustworthy, and follow. Continue reading
Holding a top position in management in an organization carries with it a huge responsibility, and not just to the fiduciary requirements of the enterprise but to the very people who work in the organization. As management in authority one has a tremendous influence upon other people’s lives as well as their livelihood. As Howard Schultz recently expressed in an interview, “I realized I was responsible for something much larger than myself—people were relying on me.” Continue reading
Paul Maritz, president and CEO of VMware, shared his critical components of leadership in a recent interview with Adam Bryant of the New York Times. Based on his experiences Paul framed leadership with four behaviors: being enabling, embodying the vision, developing influence and taking the long view. Continue reading
What potential does any one organization have? The answer lies in understanding the organization as a system, which is code for understanding the organization as a purposeful web of (interdependent) relationships. Continue reading
Anne Berkowitch, the co-founder and CEO of SelectMinds, shares her view of keys to effective leadership in an interview with Adam Bryant of the New York Times. Anne states “it’s really about being able to bring together a group of people, get the best out of them and get them wanting to work as a unit toward some goal post.” For Anne this is not about providing the right incentives or using ones’ position of authority to get others to do as you wish. Listening to people is Anne’s lever.
While Anne says listening to people helps her to “understand what motivates them” toward getting them “to push themselves beyond their comfort zones”, listening does much more than this. Listening communicates. It communicates to others that you actually care about them. In so doing you also communicate that you have trust in them, which in turn contributes to the development of trust throughout the organization. Building a culture of trust is not something that can be legislated, it must be demonstrated, and it begins with the trustworthiness of those in authority.
Why is trust so essential? Because without out it you won’t have a workplace wherein people feel safe and secure enough to fully exercise their capabilities; to step out of their comfort zone in order to realize their potential. If, as the leader, you want your organization to remain viable, then it has to be a place where people’s ideas continue to emerge. People are less likely to engage in the work of the organization if you don’t engage with them.
Anne’s approach to her leader-follower relationships is one of partnership. When speaking of how she recruits and hires people Anne said “I need partners in this business.” Listening to your partners, engaging with partners leads to a productive relationship.
Engaging with them doesn’t mean getting out in front of them—showing you are the one in-charge—but rather getting behind them. Anne explains, “if you think about how you steer a boat, it’s always from the back, and I’ve moved toward the back of the boat.” While Anne remains the one in-charge, she uses her positional authority to support the efforts of those in the organization. Anne enables people to paddle their own boat—providing them the opportunity to have a sense of ownership—explaining, “I wanted people to be mini-C.E.O.’s of their area.” This sense of ownership is the engagement that we often call motivation.
Though Anne seeks people who are smart, honest with him/her self, curious, and who want to be a part of a group to build something. What Anne does watch out for and avoids are people “looking for a title”, those who are climbers.
So many feel that they have to continue to establish their position as the one in-charge—leading by fear—and in so doing they actually lose their ability to be a positive and productive influence. Anne tells of her experience of trying to lead by imposing herself on others, “it just took a lot of false starts to learn that being smart isn’t the same thing as being a leader. We were going down the runway but the plane wasn’t taking off.” There is a huge difference between people being moved and people being motivated; fear moves people but it doesn’t motivate greatness, it actually inhibits it.
Anne’s approach to leadership reminds me of an orchestra conductor. Enabling those with talent and potential to make music, the kind of music they could never make alone.
A business enterprise begins with someone’s idea to provide a product or service. As demand for its products and/or services increases, the business grows. With growth in demand often comes an increase in the number of people performing the work of the business and with this there is the added responsibility of managing the people doing the work. Consequently, as business activity intensifies and the number of people employed increases, managing the business becomes increasingly more complex. Continue reading
The chairman and chief executive of Cardinal Health, George Barrett, shared his experiences and perspective on leadership in a recent interview with Adam Bryant of the New York Times. Throughout the interview, in speaking about his experiences and the leadership lessons he learned, George Barrett framed leadership not as a position or skills but as qualities of a person—mainly trustworthiness. Continue reading
A New York Times interview with Aaron Levie, co-founder and C.E.O of Box.net, reveals the importance of fostering a sense-of-mission to maintaining a viable enterprise and of leading by developing partnerships with employees.
In regard to the first point Aaron said, “everyone has a start-up mentality…so everyone feels really a part of what we’re doing…everyone is encouraged to be entrepreneurial and people tend to be extremely passionate.” Continue reading