Why You Lead Determines How Well You Lead

 

One of the most telling questions you can ask someone in any kind of leadership role is what motivates them to be a better leader. Some will say it’s to enhance their personal effectiveness, or that leading is an expected part of their professional development. Others may say that they lead because of a sense of leader identity, purpose, or personal obligation to serve their organization and the people with whom they work. Many will proffer a mix of instrumental, external motivations (like pay or career progression) and more intrinsic, internal rationales (like the obligation to serve).  The group with a combination of motives has the most reasons to lead, and so it seems intuitively reasonable to assume that they would be the most committed, high performing leaders. Right?

 

In a recent article published in the Proceedings of the National Academy of Sciences, colleagues and I examined this assumption. Our study, massive in scale, tracked more than 10,000 Army leaders from their entrance into West Point, through graduation, and well into their careers. For perspective, the sample represents approximately 20% of the living graduates of West Point. We examined the motivations driving their decision to attend the Academy and become Army leaders, and we looked at their performance and potential as leaders in the years following their graduation. A key leader performance measure was identification of early promotion potential. Army performance appraisals are designed to compare officers’ performance to the organization’s leadership framework. Each annual performance appraisal gauged the officer’s potential to lead at higher levels, as judged by immediate and higher-level supervisors serving in positions to observe officers’ demonstrated performance in leader roles.

As one might predict, we found that those with internal, intrinsic motives performed better than those with external, instrumental rationales for their service — a common finding in studies of motivation. We were surprised to find, however, that those with both internal and external rationales proved to be worse investments as leaders than those with fewer, but predominantly internal, motivations. Adding external motives didn’t make leaders perform better — additional motivations reduced the selection to top leadership by more than 20%.

Thus, external motivations, even atop strong internal motivations, were leadership poison.

Many believe that the best way to influence behavior is to incentivize it, and such external incentives certainly work with lab rats. In our study, however, adding external incentives clearly did not improve leader performance. In practice, consider leaders in the Veteran’s Health Administration, most of whom have strong, internal motivations to serve America’s veterans. Yet add hefty bonuses as motivation, and the VA finds itself with a significant leadership problem, where some administrators appear to have lost sight of the core purpose of the organization. One step in righting the ship will be a renewed focus on the internal motivation to help sick and injured veterans. Robert McDonald, awaiting confirmation as the new Secretary of Veteran’s Affairs, wrote about his own internal motive to lead while CEO of Procter & Gamble.  In a personally authored document titled “What I Believe In,” McDonald kicks off three pages of leadership principles by first describing his motivation to lead:

“Living a life driven by purpose is more meaningful and rewarding than meandering through life without direction. My life’s purpose is to improve lives. This operates on many levels. I work to improve the lives of the 6.5 billion people in the world with P&G brands, and I work every day to have a positive impact in the life of just one person.”

One of the longstanding dichotomies in the field of leader development is whether to teach leadership as skills that lead to higher performance (a competency-based model that is relatively easy to metric), or to teach leadership as a complex moral relationship between the leader and the led (a values-based model that is challenging to metric).  Our study demonstrates that those who lead primarily from values-based motivations, which are inherently internal, outperform those who lead with additional instrumental outcomes and rewards.

The implications of this study for leader development — and practice — are profound. In business, the cost of leader development programs is often measured, or at least estimated, as an instrumental consequence — an increase in performance of the organization resulting in a return on investment for the program. This is reasonable, given estimates that place the annual cost of leader development at more than $60B . It is important, though, that talent managers and executive decision makers do not allow external consequences of leader development to become external motivations among organizational leaders.  If those we seek to develop as leaders adopt external justifications for leading well — such as an increase in shareholder value, better pay or perquisites, or increased profits — they are likely to be less successful as leaders in comparison to those who seek to lead for more internal, intrinsic reasons alone.

If you aspire to lead in business or society, first ask yourself, “Why do I want to be a leader?” The answer to that question, as it turns out, will make a significant difference in how well you lead.

Tom Kolditz

Tom Kolditz is the former chairman of the Department of Behavioral Sciences and Leadership at West Point and is currently director of the Leadership Development Program at the Yale School of Management.

The Most Successful Leaders Do 15 Things Automatically, Every Day

Glenn Llopis, 

Leadership is learned behavior that becomes unconscious and automatic over time.  For example, leaders can make several important decisions about an issue in the time it takes others to understand the question.   Many people wonder how leaders know how to make the best decisions, often under immense pressure.  The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures.   More so, the decision making process is an acute understanding of being familiar with the cause and effect of behavioral and circumstantial patterns;  knowing the intelligence and interconnection points of the variables involved in these patterns allows a leader to confidently make decisions and project the probability of their desired outcomes.   The most successful leaders are instinctual decision makers.  Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their “gut-feel” when making difficult decisions at a moment’s notice.

Beyond decision making, successful leadership across all areas becomes learned and instinctual over a period of time. Successful leaders have learned the mastery of anticipating business patterns, finding opportunities in pressure situations, serving the people they lead and overcoming hardships.   No wonder the best CEOs are paid so much money.   In 2011, salaries for the 200 top-paid CEOs rose 5 percent to a median $14.5 million per year, according to a study by compensation-data company Equilar for The New York Times.

If you are looking to advance your career into a leadership capacity and / or already assume leadership responsibilities – here are 15 things you must do automatically, every day, to be a successful leader in the workplace:


1.  Make Others Feel Safe to Speak-Up
Many times leaders intimidate their colleagues with their title and power when they walk into a room.   Successful leaders deflect attention away from themselves and encourage others to voice their opinions.  They are experts at making others feel safe to speak-up and confidently share their perspectives and points of view.   They use their executive presence to create an approachable environment.

2.  Make Decisions
Successful leaders are expert decision makers.    They either facilitate the dialogue to empower their colleagues to reach a strategic conclusion or they do it themselves.  They focus on “making things happen” at all times – decision making activities that sustain progress.   Successful leaders have mastered the art of politicking and thus don’t waste their time on issues that disrupt momentum.  They know how to make 30 decisions in 30 minutes.

3.  Communicate Expectations
Successful leaders are great communicators, and this is especially true when it comes to “performance expectations.”   In doing so, they remind their colleagues of the organization’s core values and mission statement – ensuring that their vision is properly translated and actionable objectives are properly executed.

I had a boss that managed the team by reminding us of the expectations that she had of the group.   She made it easy for the team to stay focused and on track.  The protocol she implemented – by clearly communicating expectations – increased performance and helped to identify those on the team that could not keep up with the standards she expected from us.


4.  Challenge People to Think
The most successful leaders understand their colleagues’ mindsets, capabilities and areas for improvement.  They use this knowledge/insight to challenge their teams to think and stretch them to reach for more.   These types of leaders excel in keeping their people on their toes, never allowing them to get comfortable and enabling them with the tools to grow.

If you are not thinking, you’re not learning new things.  If you’re not learning, you’re not growing – and over time becoming irrelevant in your work.



5.  Be Accountable to Others
Successful leaders allow their colleagues to manage them.  This doesn’t mean they are allowing others to control them – but rather becoming accountable to assure they are being proactive to their colleagues needs.

Beyond just mentoring and sponsoring selected employees, being accountable to others is a sign that your leader is focused more on your success than just their own.


6.  Lead by Example
Leading by example sounds easy, but few leaders are consistent with this one.   Successful leaders practice what they preach and are mindful of their actions. They know everyone is watching them and therefore are incredibly intuitive about detecting those who are observing their every move, waiting to detect a performance shortfall.



7.  Measure & Reward Performance
Great leaders always have a strong “pulse” on business performance and those people who are the performance champions. Not only do they review the numbers and measure performance ROI, they are active in acknowledging hard work and efforts (no matter the result).    Successful leaders never take consistent performers for granted and are mindful of rewarding them.
   
8.  Provide Continuous Feedback
Employees want their leaders to know that they are paying attention to them and they appreciate any insights along the way.  Successful leaders always provide feedback and they welcome reciprocal feedback by creating trustworthy relationships with their colleagues..   They understand the power of perspective and have learned the importance of feedback early on in their career as it has served them to enable workplace advancement.

9.  Properly Allocate and Deploy Talent
Successful leaders know their talent pool and how to use it.  They are experts at activating the capabilities of their colleagues and knowing when to deploy their unique skill sets given the circumstances at hand.
  

10.  Ask Questions, Seek Counsel
Successful leaders ask questions and seek counsel all the time.  From the outside, they appear to know-it-all – yet on the inside, they have a deep thirst for knowledge and constantly are on the look-out to learn new things because of their commitment to making themselves better through the wisdom of others.


11.  Problem Solve; Avoid Procrastination
Successful leaders tackle issues head-on and know how to discover the heart of the matter at hand.    They don’t procrastinate and thus become incredibly proficient at problem solving; they learn from and don’t avoid uncomfortable circumstances (they welcome them).

Getting ahead in life is about doing the things that most people don’t like doing.


12.  Positive Energy & Attitude
Successful leaders create a positive and inspiring workplace culture.  They know how to set the tone and bring an attitude that motivates their colleagues to take action.   As such, they are likeable, respected and strong willed.  They don’t allow failures to disrupt momentum.


13.  Be a Great Teacher
Many employees in the workplace will tell you that their leaders have stopped being teachers.   Successful leaders never stop teaching because they are so self-motivated to learn themselves.  They use teaching to keep their colleagues well-informed and knowledgeable through statistics, trends, and other newsworthy items.

Successful leaders take the time to mentor their colleagues and make the investment to sponsor those who have proven they are able and eager to advance.

14.  Invest in Relationships
Successful leaders don’t focus on protecting their domain – instead they expand it by investing in mutually beneficial relationships. Successful leaders associate themselves with “lifters and other leaders” – the types of people that can broaden their sphere of influence.  Not only for their own advancement, but that of others.

Leaders share the harvest of their success to help build momentum for those around them.

15.  Genuinely Enjoy Responsibilities
Successful leaders love being leaders – not for the sake of power but for the meaningful and purposeful impact they can create.   When you have reached a senior level of leadership – it’s about your ability to serve others and this can’t be accomplished unless you genuinely enjoy what you do.

In the end, successful leaders are able to sustain their success because these 15 things ultimately allow them to increase the value of their organization’s brand – while at the same time minimize the operating risk profile.   They serve as the enablers of talent, culture and results.

3 Ways to Build Leadership Credibility in Tough Times

We live in a world where trust in political and corporate leadership in America is still hovering near all-time lows. Of course, much of this lack of trust is easy to explain.

The gridlock in Congress, along with the less-than-stellar role Wall Street and our financial institutions played in the last recession have created doubt about the strength of our country’s leadership institutions. In addition, the media likes to revel in bad news like pigs in dirt.

When viewed holistically, you can see how we live in a world that has many viewing the glass as half empty and wondering not whether, but when, the other shoe will drop.

Having worked with dozens of organizations over the past 15 years, though, I believe most leaders have integrity are trying to do right, while also doing well. But without question, leading is difficult. I have found that what hinders leaders’ efforts is not intent, but lack of awareness of the key issues or lack of skill to lead well.

I have found that what hinders leaders’ efforts is not intent, but lack of awareness of the key issues or lack of skill to lead well

The America’s Workforce survey delivered some meaningful insights on areas leaders can focus on to build leadership credibility and lead more effectively. After all, we can keep talking about what is not right or we can focus on what we know we can do to make a difference.

The survey results suggest that top leaders do three things effectively in successful organizations. 

1. Understand what winning looks like
In the survey, 40% of employees admitted that they don’t fully understand their company’s vision. Some haven’t been exposed to it at all. The same percentage felt their managers don’t understand the company’s strategy or goals.

So the first thing a good leader needs to do is to make sure the people in the organization understand what winning looks like by meaningfully connecting people to the vision. Have you ever worked on a puzzle without seeing the box top? Or think of playing in a game without being told how you actually win. It is difficult, de-motivating and not a whole lot of fun.

People in the organization need to understand what winning looks like

A good leader tells the story of the business, looks for avenues to have organizational conversations, invests in managers so they understand how to translate the strategy for their people, and ensures that everyone recognizes how they contribute to winning. 

2. Lead with authenticity
The second focus for good leaders is to make sure their authority comes not just from the position, but from a sense of trust, authenticity, and stewardship for the organization.

49% of the workers surveyed felt that their leaders are genuine or authentic only sometimes, if not less often. It’s very difficult to be at your best if you are not sure you can fully trust the intentions of your leadership. This is one reason so many employees play it safe. In fact, 67% of the workforce in the survey could name at least one thing that would prevent them from taking any kind of risk at work.

 It’s very difficult to be at your best if you are not sure you can fully trust the intentions of your leadership

The number one item that stops them from taking any risk – you guessed it – is not having enough support from their supervisor. It’s not enough to have a workforce ready to contribute if they are also nervous that if they jump in and take risks, no one will back them up.

Great leaders are often publicly vulnerable. It is perfectly ok not to have all the answers, but to seek a better way with the team rather than just tell them. It is also important to openly discuss your expectations and your concerns and to define where risk taking is ok and where it isn’t.

I have observed that those conversations do not occur in most situations, and therefore leaders aren’t fully understood, employees don’t take risks, and performance is not great. 

3. Create ownership and enable collaboration
Another challenge for leaders is how to best connect the dots of activities across an organization. In the survey, 69% of workers felt they were at least somewhat accountable for the success of their team. When asked about working with other teams, however, only 30% said that each individual’s responsibilities were clear.

Between managing up, down, or across different departments, 43% of workers called out managing across as the hardest to do. From a leadership standpoint, you need to consider effective goal alignment across teams. You also should encourage conversations that connect the dots between teams and align them to the larger picture of winning for the organization, rather than their specific team-based priorities.

From a leadership standpoint, you need to consider effective goal alignment across teams

The goal is to ensure everyone feels responsible for the whole as much as they own their piece.
So there is significant skepticism among America’s workforce, but great leaders are overcoming and setting examples for how to conquer the most pressing concerns. These leaders are able to paint a picture of what winning looks like that everyone can connect to. They understand the role of vulnerability and authenticity in gaining trust, and they focus on breaking down barriers to enable better cross-functional collaboration.

Understand the role of vulnerability and authenticity in gaining trust

This is how effective leaders can be best in class when it comes to creating better, more successful and more trusted organizations.

Rich Berens
Rich Berens is president and Chief Client Fanatic of Root Inc. For over a decade, Rich has helped leaders at Fortune 1000 organizations to align on key strategic imperatives and engage their people in bringing their strategies to life. His clients span all industries and include PETCO, Bank of America, Hilton Hotels, Procter & Gamble, Deutsche Bank, and Merillat/Masco, among many others. Rich is a noted speaker on the issues of strategy and change and has authored articles for Chief Learning Officer magazine. Rich joined Root in 1997 after completing his MBA at the University of Michigan. He worked for Commerzbank in Germany and has lived abroad, both in Germany and Nigeria. He holds a BA/BS degree from the University of Washington in St. Louis. Rich lives in Ann Arbor with his family, and treasures time with his wife, Anne, and daughters, Katarina and Mia.