Posts Tagged #MarketYourself
I would like to introduce you to a colleague and friend of mine. Dr. Janice Presser is the architect of Teamability® – a technology which directly measures the way a person ‘connects’ to the needs of the team: not just to other people, but to the team itself as a living entity. I met Janice at an American SAP Users Group event where I had the good fortune to share dinner with her. What she had to say about how the most successful teams are built and how leaders thrive in our post-industrial, social media connected, global workforce was intriguing and really hit home for me. I hope you enjoy her thoughts as much as I do. The following blog was published previously on Dr. Janice Pressor’s WordPress Blog. I am privileged to share it with you here.
Not a Born Leader? So What!
By Dr. Janice Presser on February 20, 2014
I was not born a leader.
When I was born (and this was a very long time ago), there were serious defects in my leadership blueprint. First, I had two X chromosomes at a time when one Y was needed in order to be a leader. Actually, nobody knew what a chromosome was back then, so 42 Extra Long was the preferred measure, and I didn’t reach my full 5’2” until I was 25.
Although I had no choice in the matter, I also ended up with two loving parents, neither of whom was an entrepreneur or executive. It would seem hopeless.
Now, in 2013, diversity is desirable. My dear friends in executive search tell me that they are under the gun to produce diversity slates for the high level positions they are engaged to fill. A diversity slate, one told me with his typically charming sense of irony, is one that includes at least one woman and one non-white.
When pressed to explain, he went on to say that this configuration positioned the first runner up to be the feel-good candidate while there actually would be no danger of hiring a person other than someone who looked like the rest of the executive team.
I think we’re looking at the wrong kind of diversity.
What if, instead, we looked at people from the viewpoint of the organization? What if, instead, the organization (as a living thing itself) were to provide the want-list, instead of the typical laundry list of job specs written by HR? What if we actually treated organization’s needs with respect and consideration?
This would truly represent a revolutionary change in the way we look at leadership and organizational dynamics.
It turns out that organizations – small, medium, large, and Fortune list huge – all have similar fundamental needs. The people who fill those needs best are the ones who feel, deep inside, a connection to the specific organizational need they are serving. This is what gives a person the sense that they are making meaningful contributions, more so than anything else they could be doing.
People may do various kinds of work similar in focus and thoughtfulness, but they experience different kinds of work in different ways; each aligned with the specific need of the organization that they are filling. This has especially important relevance to leadership.
There are those who are drawn to create big visions, as an entirely new product, or service, or level of awareness. They start an organization as a way to draw other people in to make it happen. In the language of Teamability, they are Founders.
There are those who bond to the vision of the Founder and lead the strategic process of putting it on the road to realization. In the language of Teamability, they are Vision Movers.
There are those who take the drive and activity of the Vision Mover and shape and form it into a more elegant, efficient framework. This transforms the team as well as the project. In the language of Teamability, they are Vision Formers.
There are those who adapt big-picture strategies into action. They are the heroes of their teams as they lead them into the fray. In the language of Teamability, they are Action Movers.
And there are those who make sure that every detail is in place, been accomplished well, and that the project is not closed until everything is done. They are extraordinary project managers, no matter what the project. In the language of Teamability, they are Action Formers.
All are leaders. All are essential. If you want to lead, and you feel comfortable in leading, one of these Roles probably resonates with you.
But there are five more needs that organizations have, and without them the organization is incomplete and structurally flawed. If you fill one or the other Roles, you may not be automatically seen as a leader. However, that does not mean you can’t lead. It may very well be that your organization needs you for a special kind of leading that only you can do.
We’re all in this together, and all people were born to serve. Whether your leadership is recognized or not is less important than your desire to contribute. It is really a matter of finding the right niche.
Here are some tactics you can try along your way to becoming a leader:
- Start, or take a leadership position in, an organization that does something good for people. (I was involved in several parenting nonprofits and learned the good, the bad, the ugly, and the ‘well worth the trouble.’)
- People often make snap judgments based on how you look, and they’re often wrong. But, the more you tune into how they see you, the more you can influence their ideas about you. Ask a friend for feedback. (I will be eternally grateful to my BFF Margot for getting me to stop dressing like a mom, even at business meetings.)
- I have to give credit for this one to serial entrepreneur and investor, Vincent Schiavone. He told me his secret in two words: Get Famous! (I have been working on it ever since. Blogging is a good start!)
- Ask yourself why you want to lead. If your answer is to make more money, there are probably easier ways. If your answer is to change the world (or some part of it) start figuring out how you’re going to do that and, more important, who you’ll need to team with in order to get there.
- Finally: don’t give up. Remember that times change and you will change with them. What is impossible at 30 can be possible at 40, probable at 50, and inevitable at 60. (Just remember as you get older to stay young in your mind, your heart, and your body.)
Leadership is, after all, quite simple… and has nothing to do with being ‘born with it’. All you have to do is be the person other people want to follow!
For more of Dr. Janice Presser’s thoughts read @Dr Janice, Thoughts and Tweets on Leadership, Teamwork and Teamability and visit The Gabriel Institute online.
A marketing campaign from the 1970s is being credited today with aptly capturing the spirit of today’s social media. “You tell two friends and they’ll tell two friends and so on and so on…” I could not remember the name of the product the campaign advertised until I “Googled” it today – and that’s because it was the theme that resonated with me.
In everything we do personally or professionally, we build our reputation one brick at a time. The best university or the right degree might earn a “foot into the door.” Crowdfunding might provide the impetus to starting your own business. Having friends in the right places might kickstart a career. Credibility is what keeps you there.
Personally, I have been told “not to care so much” (about a project or other effort in which I might be engaged). Certainly, managing what you care about and when you care about it is an art. And there may be a fine line between knowing when to fan the fire and when to put it out. But I choose not to live in mediocrity.
Whatever we do should be done with passion. Passion is noticed. Passion can’t be ignored. Passion puts our own personal stamp on everything we do. Passion is memorable.
In 1999 I had just been thru a divorce, was forced to move from part-time to full-time work, moved into a new home and was raising my daughters, ages six and nine, most of the time on my own. Did I mention I also started an entirely new job? . . . In Information Technology (IT)? . . . On a special project to implement SAP Software? If you have ever worked in IT on the implementation of new software, then you know how much effort, attention to detail and long, unexpected hours it can take.
I, on the other hand, had no idea. I was blissfully unaware.
My job on the IT project team was to translate the business I knew well (employee benefits) into something that would work in the new system (which I didn’t know at all). I sped through an introduction to SAP class; traveled to Boston for a week of intensive training on SAP benefits and then was placed in an office with a consultant to begin to build the system. In just three short months, I was told, I would present what we developed to management. (Even now I am laughing my head off at the prospect that was placed before me.)
I had absolutely no idea what I was doing. Was I scared? No. Terrified might be the better word.
The thing about the project is that no one else really knew what they were doing either. It was a great workplace leveler. All at once, all of us had exactly the same knowledge and experience: We didn’t know what we didn’t know. We were forced to rely on each other and our own wits to solve issues. We had to question everything. Gone were the days when we knew our jobs and knew (rather instinctively) what to do. Gone were the days of sitting in our own cublicles busily creating and solving issues independently. We needed each other.
I learned more in 1 year than I had in the past five years.
Mostly I learned that the workplace benefits the most when each of its contributors work together like connecting gears on a well-oiled machine. And when our employer benefits, we all benefit.
When I get ready for work in the morning – or even Sunday night before my work week starts – I do a little bit of mental preparation about the day ahead. What’s on my calendar? Who will need what from me? Should I research or read anything before a particular meeting?
The point is to show up prepared — prepared to contribute your best to whatever activity in which you will engage.
As I know from my daughter (http://www.blondeshavemorerun.com/) – but certainly not from my own experience – runners prepare fastidiously for every event – often for months in advance. Runners don’t just show up.
Recently, a Frontier Airlines pilot (GMA 7/9/2014) did way more than anyone expected in terms of showing up. He bought pizza.
In a rare demonstration of passion and commitment to one’s job, Captain Gerhard Brandner took his own initiative to call Dominos and order pizza for the 160 passengers and crew onboard a flight that was already two hours delayed and had been sitting on the runway for over an hour.
The little things are sometimes the big things. And in all things, the people you work with and for are the most important.
The image of stilettos often conjures up the image of a femme fatale – a woman whose charms can ensnare others. I was not that woman. I ensnared no one. I was more like Gracie Hart, tough FBI agent, walking cooly down the street – only to trip over her own heels. Repeatedly.
To say I wasn’t prepared for the sudden change that left me managing everything almost overnight would be an understatement. Before we started our application maintenance program (aka “outsourcing”) I was a supervisor of nine system architects – mostly focused on our solutions in the Americas – and managing a team that all sat in the same country, the same time zone, the same office building and floor where I sat. Progress on issues or new solutions seemed – well – seamless. We could yell over our cubicle walls to each other for a quick answer or walk down the hall a bit for a more in-depth technical answer from the guys who managed our middleware. We learned constantly from each other. And we had reached a level of technical and functional comptence that allowed us to execute flawlessly and fairly quickly without the burden of layers of procesess and handoffs.
Post outsourcing, I was the manager of the global team – the one in charge of 27 countries, three remaining in-house team members and twelve outsourced staff members. Post outsourcing, we all had to move from being collaborative learners to effective teachers. Post outsourcing, we had to tune our ears to different accents, work to understand a different culture, and – with sensitivity and grace – make a team of outsourced workers feel at home with us — whether they would be working onshore in our U.S. offices or offshore in India.
Nothing could have prepared me for this adventure. Most days were fraught with fear of the unknown. We feared losing our own jobs next. We were uncertain how to execute without the individuals that we knew would know what to do. We were tired from stress and working longer hours to cover Europe and Asia.
In time, each of us – the four who remained — would all rise to the call of leadership. I know I “played by ear” many days – unsure what to do or how to handle things. I made mistakes. Lots of mistakes. At the end of the workday, I’d abandon my stilettos for bedroom slippers and pajamas – and continue working at home. If I just worked a little harder, a little longer, things would get better. And in many ways they did. It took a village. . . and the courage to be knocked off my stilettos more than once.