leadership

The Most Admired Global Leadership Trait Is….

March 11, 2016

The Most Admired Global Leadership Trait Is…

What is the leadership trait that is most admired by others, most desired by leaders themselves, and most required by senior executives for their teams? Its importance applies not only for current, but for future success. It transcends geographies, cultures, and generations. Its meaning has global significance, but may vary in its local application.

This most admired global leadership trait is Inspiration.

In 2014-15, over 2700 business professionals from 122 countries were asked about the traits that they most admire in leaders both today, and the ones that are necessary to be successful in the future. In all cases, no matter how the data was analyzed, Inspiration ranked first.(1)

In 2013, IBM released the results of a survey of 1700 global executives in 64 countries who were asked what top executives want from their leaders. The ability to Inspire was among the top 3 responses.(2)

Why does Inspiration rate so highly as a desirable trait?

Each of us should be able to think of a leader with whom we’ve worked who we would define as Inspirational. In many cases, being around such a person made us perform better, stretched our creative abilities, and encouraged us to do something we would not have otherwise attempted. These leaders attracted others to them, and sparked thought provoking conversations. Their styles probably varied, but their authentic approach to leadership made a meaningful difference.

Too often, leaders are focused primarily on themselves or their tasks. They become caught up in their power, their position, or business problems to be solved. They expect employees to independently be self-motivated, results focused, and to understand the purpose of their work.

Instead, Inspiring leaders focus on others. They cast a vision of the future, connect people with it, and coach them to high performance. Inspiring leaders elicit a positive emotional response from those they interact with, that draws others to them. People want to join their team, and become a part of their successes. They truly believe that people development is the key to organizational success.

(more…)

Invest in Yourself a New Year Commitment

January 8, 2016

Priscilla Archangel

Capability, Education, Priorities, Results

Invest in Yourself: A New Year’s Commitment

Many years ago there was a leader and queen of the country of Sheba. As the ruler, she had many people and resources under her command. But rather than simply take pleasure in her obvious wealth, she pondered how to better lead her people, and how to handle the challenges of her country. Someone told her about another leader named Solomon who was the king of Israel. Solomon was known to be very wise and might be able to help her figure out how to manage some of the problems she was dealing with.

She must have been very concerned, frustrated, maybe even desperate to find a better approach to her leadership issues, because she planned a major trip to visit him and talk about it. Sheba gathered the currency of her country (many camels carrying spices, gold and precious stones), and along with numerous servants, traveled to meet with Solomon.

When she arrived and sat down to talk with him, the understanding she gained was overwhelming. The advance reports of his wisdom didn’t even come close to matching her actual experience. Solomon not only understood her issues, he answered every question she had. His perspective and wisdom were so very great that he became a valuable consulting resource for her. She observed his leadership style and capabilities, the engagement of his employees, his organizational culture, and the mission and focus of his team. Solomon’s perceptiveness was so helpful to her in leading her country more effectively that she gave him an abundance of the expensive gifts that she had brought.

While it’s difficult to measure her gifts in the context of her overall wealth, we do know that it was the best of her country’s resources, because no one else ever gave him such costly spices in so great a volume as she did. And in return, Solomon gave her all that she asked for.

Here was a leader, someone already accomplished enough to lead a large organization, but who recognized the need and opportunity to learn more. She knew that she had to continually improve her competencies to more effectively build relationships to influence her team, and accomplish her organization’s goals and objectives. She yearned to talk with someone else who understood leadership challenges and would support her in her initiatives. The queen’s perspective on the resources she devoted to this was not about cost, but about making an investment in her own growth, that would pay off in many ways in the long run. (more…)

10 Key Questions for Leaders – Part 2

December 18, 2015

Priscilla Archangel

Leadership, Priorities

10 Key Questions for Leaders – Part 2

Leaders are faced with a myriad of issues each day, but one of their most critical responsibilities is to step back from the urgent and focus on the important. They must achieve a balance between the reactionary crisis mode and the proactive planning mode. This means pausing and reflecting on how they’re influencing behaviors to ensure the right outcomes. To accomplish that, there are 10 key important questions that, properly addressed, will strengthen both their leadership and their organizational effectiveness.

Engagement. How do you engage your team in what you’re trying to accomplish? Engagement is based on an emotional connection that energizes those involved to work toward a common goal. Competitive rowing teams, known as “sculling in crew” require all rowers to move in exact cadence with the leader for an efficient stroke. The leader is responsible for steering the boat, encouraging the crew and monitoring the rate of progress. Everyone knows their role and knows who to follow, and engagement is an important key to winning. Contrast this with a scenario where everyone is rowing at their own pace. They’re working at it, and they’ll make progress, but not nearly as fast because their behaviors aren’t aligned. Similarly, as the leader you must ensure that your team clearly understands the goal and that their efforts are coordinated, collaborative, and complimentary. This means making sure they buy into why the goal is important, and contribute their ideas on how to best accomplish it.
Innovation. Are you creating an environment that encourages new thinking? Innovation involves taking existing ideas, processes or products and combining them in new and different ways to meet customer or market needs. For example, electric vehicles are innovative. Some companies have innovation labs, or innovation hours (i.e. hackathons), but this approach ultimately needs to be embedded in the culture of the organization. New ideas must be nurtured and encouraged. Carl Winans, Co-Founder of Mega Tiny Corporation asked a good question at a conference I attended recently. “Are you creating or merely consuming?” In other words, do you just take in information and knowledge and use it, or do you integrate it to provide new and different output that is beneficial to others? Leaders’ interactions with employees should incorporate discussions on innovative topics, soliciting ideas, encouraging them to investigate the potential for success, and when appropriate, giving them a leadership role in operationalizing their ideas. This rewards innovation and reinforces the skills requisite for success.
Power. Do people follow you because of your power and position, or because you empower them? If you were no longer CEO, VP, or holding your current leadership position, who among your team would still want to follow you? John Maxwell’s book The 5 Levels of Leadership explains that at level 1, people follow you because they have to. But as you move to level 5, people follow you because of who you are and what you represent. You only have power over others to the extent that they grant it to you, whether through an employment relationship, or because you meet a financial, emotional, social, psychological or physical need. Once you cease to fulfill that need, or they find someone else to fulfill it, you become effectively powerless. On the other hand, as a leader you can empower others, or give power to them, by providing them with responsibility, enabling them to do something, or equipping them to accomplish a challenge. Giving power to others generates a virtuous cycle of enabling, growth, commitment and engagement.
Performance. What is the correlation between your effort and your outcomes? This is a sensitive issue, because all leaders like to believe that they’re exceeding the expectations of the individuals or groups to whom they’re accountable (and we’re all accountable to someone). But there are enough situations where no matter how intellectually capable or strategic the leader, their best efforts don’t move the needle forward as much as is needed or expected. Is their skillset incomplete? Is the internal business challenge too great? Are there insurmountable external economic or market forces that can’t be overcome? Marissa Mayer joined Yahoo in 2012 amid great fanfare about how she could turn the struggling company around. Three years later, the company has had to scrap its plans to spin off its extremely valuable stake in Alibaba Group Holding, and the market is currently valuing Yahoo’s core business at less than its cash on hand. While Mayer has upgraded content and worked to boost mobile revenues, some are publicly wondering how much longer the 6^th CEO in 8 years will last. Opinions vary on how to return Yahoo to success, but the performance question is one that every leader grapples with at some point. And if the effort is not producing the right outcomes, it may be time to find a new opportunity where the leader’s contributions will align with strong results.
Change Leadership. Are you leading your organization to be nimble, flexible and open to change? Change doesn’t happen unless the leader makes it a priority. Nikesh Arora, formerly responsible for all of Google’s revenue ($29B), and currently CEO-in-waiting at SoftBank Group of Japan, demonstrated this when he was first hired to run Google’s European operations in 2004. He doubled his initial 5-year revenue projection for the region, and created the analytical tools that were eventually implemented to track the financial condition of the global business. He’s known not to suffer fools, but his enemies respect him. Instead of changing his leadership style to fit into the company, Arora shrewdly changed the leadership perspective to mirror his own. He tells entrepreneurs “Anytime you can predict your trajectory, you should change it.” Change leaders don’t wait for external forces to drive internal business strategies. They anticipate the market, technologies, economy and customer needs; develop a flexible framework and goals for the future; then ensure that the right processes, strategies, technologies, and tools are in place to get there. Change leaders hold their organization accountable for results.

(more…)

September 1, 2015

Priscilla Archangel

Capability

Let It Go: Making Room For New Opportunities

Technology changes and times change, but sometimes it’s hard to let go of what was once a good thing.

I recently decided (in a fury of “decluttering”) to remove the perfectly good CD/cassette tape stereo from my office bookshelf and give it to charity. Truthfully, I hadn’t even used it in years. It was just taking up space that can be better occupied by something more relevant. Then, in another burst of energy and insight, I gathered up all the old cassette tapes stored away (for what?), the CD/DVD teaching packages that were regularly dusted but otherwise ignored, and gave it all away in boxes to The Salvation Army. I’ll admit that I had a moment of sentimentality. The information and music shared via these mediums was still good, but the method and technology no longer met my needs. I listen to music on my smart phone now, and watch videos on my laptop or iPad. (more…)

What Does Your Culture Look Like?

July 31, 2015

Priscilla Archangel

Leadership, Priorities, Results

What Does Your Culture Look Like?

We live on a corner and almost every summer day as part of my morning exercise, I walk down the side street of our home. The sun is still rising. The dew hasn’t yet vanished from the grass. Everything looks fresh and green. The bushes that we so carefully planted around the perimeter of our home several years ago have grown substantially since the lawn service gave them their spring trim. As each day goes by, I realize that some parts of the bushes are REALLY growing out, and maybe it’s time for a mid-summer trim earlier than we anticipated. (more…)

Your Inner Circle: Building Your Leadership Team

June 4, 2015

Priscilla Archangel

Accountability, Capability

Your Inner Circle: Building Your Leadership Team

Imagine that you want to move a 4,000 pound hulking mass of metal, plastic, rubber and fiber from your home to your office. In other words, you want to drive your car to work. The primary device of movement you will need is a set of wheels. Since its invention more than 6,000 years ago this basic tool has facilitated the transportation of objects across the world. The original design of the wheel was a solid frame, until the discovery that spokes made it lighter and faster, thus easier to use. While its design and aesthetics have evolved, the simplicity of its use has remained the same. It provides mobility and progress. (more…)

Left Hand Right Hand: Balanced Leadership

April 2, 2015

Priscilla Archangel

Capability, Results

Left Hand – Right Hand: Balanced Leadership

Miles O’Brien (200×133)” width=”150″ height=”133″ />Miles O’Brien woke up and sensed that his left arm was there. But when he looked down, it was gone…amputated during surgery as a result of a freak injury several days prior. He wondered how he would provide for his family and perform little but important daily functions that we take for granted. As an award-winning science journalist and CNN contributor he traveled extensively, and was an active sports enthusiast. So what would his life be like now? Rather than retreat into the shadows, he dove into the rehabilitation process and challenged his occupational therapists and prosthetist to help him find ways to continue his normal activity level. They quickly responded and helped him to fulfill his plans of traveling to the Artic, including camping for 4 days on the Denali ice sheet, and riding his bicycle 300 miles across Michigan in two days. But to do so they had to outfit him with equipment and prostheses to replace his arm. He couldn’t function without a workaround strategy to replace that arm, because his body, and our bodies, needs two arms for balance. (more…)

The Mighty Ones

August 31, 2014

Priscilla Archangel

Capability, Results

The Mighty Ones

The applause was deafening. The congratulations overwhelmed your email box. The press clippings were glowing. Everyone was buzzing, because your recent product launch was successful. Last quarter’s earnings beat even the analysts’ predictions. The company’s stock price was up 15%. Operating costs were down, and sales volumes were number one in the industry.

So how do you follow that act? All of this excitement doesn’t build a platform upon which to rest. Instead it forms a bar, higher than the last one, over which you must hurdle. After all, the stockholders expect more earnings. Customers expect better products. Employees expect more career opportunity. And so it goes. How do you manage all of these expectations for continuous improvement against the best strategy for the company’s growth? How do you compete for market dominance without succumbing to market vulnerabilities?

This is the pivotal point. The choices you make will become either a stepping stone to greater success, or the rock that trips up your company, your team, or your own leadership success. Companies and people don’t automatically enter a “safe” zone when they reach a measure of accomplishment. But in some cases, their behavior suggests that they think their momentum can’t be stopped.

You’ve heard the saying, “the higher you climb, the harder you fall.” While that doesn’t necessarily have to be the case, in the midst of success, it’s important to remain grounded; like holding onto a guardrail.

Jim Collins, author of the best-selling books Good to Great and Built to Last, provides an explanation on how once-mighty companies fall. He highlights five stages in his book How the Mighty Fall: And Why Some Companies Never Give In.

Hubris born of success. Here an organization or team exhibits extreme pride and arrogance based on past accomplishments.
Undisciplined pursuit of more. Companies in this stage overreach, become obsessed with growth, and fail to manage the process and pace effectively, ultimately undermining their long-term value.
Denial of risk and peril. By this stage, companies are so caught up in successes that they become blind to the possibilities of failure.
Grasping for salvation. This is the moment where the company’s decisions lead to new life or certain death.
Capitulation to irrelevance or death. At this point organizations are spiraling out of control and either give in to certain death, or shrink into irrelevance.

So how does one avoid this death spiral, whether within your team, your organization or for your own leadership abilities? Here are a few tips from my playbook.

Build a culture of humility. Keep the focus on the value you provide to your customers; and the “why” of your organization. What’s the impact if you cease to exist? It’s really not all about your company. It’s about the value you provide to others. This is a giving mentality, where long term relationships, integrity and quality products or services are most important; instead of a getting mentality, where there’s constant pressure on the customer to buy.
Find your truth teller. Unfortunately, some leaders surround themselves with other leaders who will tell them what they want to hear. Or they don’t create a culture where their team feels comfortable fully informing them about business issues. Make sure you surround yourself with people who are encouraged and willing to speak up and say the difficult things or raise questions that may be contrary to the prevailing direction.
Strike your balance. If you try to be all things to all customers; if you overreach in too many different directions, you lose your balance and end up grasping for a lifeline. A tightrope walker is constantly shifting his weight to keep his center of mass above his feet. This alignment is critical in your organization or team to ensure stability between competing priorities.
Exhibit learning leadership. Only when the leader of the team demonstrates a continual desire to learn, to admit faults and deficiencies, and to seek input from the entire team and others outside the company, will others in the organization follow suit.
Master discipline. Establish a system that produces results, and keep repeating it. Measure the right factors. Ensure team members are learning agile and will support the culture. Focus on a consistent vision. Stick to what works.

Note that these recommendations have nothing to do with functional or technical skills. You can hire individuals on your team to fulfill those roles. This has everything to do with pure leadership; influencing others to move forward in the right direction, based on the right decisions. These are important steps in building a “mighty” organization. So, are you a “mighty” leader?

Leadership in the Midst of Tragedy

September 4, 2011

Priscilla Archangel

Faith Based Leadership

Leadership in the Midst of Tragedy

One decade ago at the age of 44, Jimmy Dunne reports that he was the “happiest guy in the world”. Sandler O’Neill, the boutique investment firm he ran with two partners, one his mentor and the other his best friend, was very profitable. Their office in the World Trade Center employed 171 people. An avid and skilled golfer, he was on the golf course and contemplating his exit from the business when an airplane hit their building. SandlerO’Neill’s Journey From Ground Zero in the September 5^th issue of Fortune Magazine describes how Jimmy, as the only surviving senior leader of the company, moved through this difficult period and exhibited profound leadership in the midst of tragedy. He focused the remaining 60% of the members of his team on rebuilding a stronger company. Though he lost many of his key staffers along with their institutional knowledge and all of the firm’s data, he was able to convince experts from other firms to join or support him in regaining their professional footing. Sandler O’Neill’s annual revenues and profits have now multiplied and staffing has doubled since that time.

IStockPhoto

Tragedy That Transforms

How you respond in the midst of a tragedy, particularly one of epic proportions can mean the difference between life and death for individuals and organizations. Survivors of 9/11, those who narrowly missed being in their normal place at the wrong time, and family members of those who were killed, have told stories of how the experience changed their values, their work, and their family relationships. Some married the love of their lives, others discovered their true calling and changed careers, and still others started businesses based on discovering the things that they loved to do. Many found ways to give of themselves to others. They found ways to do good by doing well. These are the people who were able to constructively move forward, learning from the experience, reflecting on their past to build a more relevant present and future. Others sadly were frozen by the experience, as it shattered their core and covered them with guilt for escaping when others did not.

Individuals who were able to survive a tragedy like this, to regain their footing and re-build on their life altering experiences took specific actions.

Focus – They identified a goal and worked toward it. They threw their energy into repairing what was broken, restoring what was lost, and recreating a new future for those around them.
Future – They acknowledged the past but didn’t live in it. They permitted themselves to move beyond grief to growth.
Family and Friends – They reexamined values and drew closer to family and friends, building stronger relationships, and caring for others more.
Faith – They renewed their faith in others and in God.

In short, they led themselves and others forward with bravery and boldness. If someone had told one of the survivors that they could achieve more by pushing through tragedy, no one would not have signed up for it. No one would have ever wished for such tragedy in their lives. But realistically we all will have tragedy of some sort in our lives. The question is what we do as a result of it, and how it shapes us.

God’s Love in the Midst of Tragedy

Romans 5:3-4 reminds us, that tribulation in our lives “produces perseverance; and perseverance, character; and character, hope.” Withstanding tribulation, tragedy, persecution or burdens will result in patience, endurance, and fortitude. This strength in turn builds a measure of character that can only come from experience. That experience builds confidence and a pleasurable expectation of hope for your future. And that hope is founded in the certain knowledge of God’s love for us.

Faith Centered Leaders bring others with them on the journey of learning from tragedy and building a stronger future. The more life changing the tragedy, the greater opportunity for growth. None of us are promised smooth sailing throughout our lives. We are however promised that the love of God will carry us through any tragedy that may occur. Romans 5:5 tells us that we won’t be disappointed as we experience the love of God poured into our hearts by the Holy Spirit, our Comforter.

Whatever tragedy you may experience in your life, step up and lead yourself and others through it, to experience God’s amazing love.

Scriptures are New King James Version

In The Spotlight

July 17, 2011

Priscilla Archangel

Faith Based Leadership

In The Spotlight

Robert Gates retired as U. S. Defense Secretary at the end of June.He served in the position for four and a half years, initially appointed by President George W. Bush, then asked to continue to serve by President Barack Obama.He held this role during a period of continuing wars and turmoil in Iraq, Afghanistan, Pakistan, and other Middle East countries.

The Wall Street Journal (click here to read) reports that when he assumed the role, Gates said he had never read a management book, but he developed an effective management style over time based on showing respect to the generals who reported to him, and holding them accountable for their performance.He wasn’t afraid to tackle issues head on. For example, when Army leaders criticized the media for their reports of substandard treatment of wounded soldiers at Walter Reed Army Medical Center, he fired the Army secretary. When the Air Force failed to properly oversee the U.S. nuclear arsenal, he forced the resignation of the Air Force secretary and chief of staff.He reportedly encouraged discussion and input from his team but wasn’t afraid to make decisions at the end of the meetings and expect everyone to follow them.Gates also learned the importance of symbols and symbolic gestures through his early days studying the Kremlin as an analyst with the CIA.This perspective of understanding organizations shaped his management approach in his later years when he assumed a leadership role.

Gates wise behavior as the military leader of a powerful nation in the midst of overwhelming challenges and under two political parties reminds me of David, a military leader who served under King Saul of Israel.

Too Much Drama

Such was David’s life when he skyrocketed to popularity after killing Goliath, a giant who had taunted the Israelites for the past 40 days. With this bold act of leadership and bravery, David quickly went from shepherd over his father’s flock, to soldier. He achieved sudden recognition with the king and the people, and everyone was talking about him. The media of that day, women celebrating in the streets, sang his praises.

IStockPhoto

Saul then brought David onto his staff and placed him in charge of the army. David became a statesman going wherever Saul sent him, faithfully doing his bidding.All the people, along with Saul’s leadership team highly respected David, and thought he was a better leader than Saul himself.It was obvious to them that David had the favor of God, while Saul had lost it.Even Saul’s son Jonathan became David’s best friend, willing to give up his right to succeed his father on the throne because he knew that God’s will was that David become king.

David was also a skillful musician, and in the past his music soothed and relaxed Saul when he became tense and agitated. But eventually Saul’s jealousy of David’s increasing fame grew to the point that he plotted to take David’s life.Saul unsuccessfully attempted to kill him by throwing his spear at him. Then he invited David to become his son-in-law in exchange for fighting the enemy army, but David and his men were strong and valiant, winning the battle.

David was between the proverbial rock and a hard place. In spite of his high position and favor with the people, the king hated him and continually tried to kill him. But throughout all of this drama, David behaved wisely in all his ways.He was wiser than all of Saul’s staff members.

…He presided over the business of the country and the army.

…He was obedient and respectful to Saul, even though he knew that Saul wanted to take his life.

…He didn’t try to undermine his leader, or take unfair advantage of his position.

…He led with integrity.

What About You?

Imagine yourself suddenly catapulted to recognition among your peers because you performed an act of bravery, exhibited exemplary leadership, or your unique gifts and talents were discovered by those who valued them.Such fame doesn’t come without its problems and challenges, and your ability to sustain your role will be impacted by how you handle these pressures.

….The spotlight of leadership makes you a target for personal and professional attacks.

….The spotlight of leadership exposes your underlying motivations.

….The spotlight of leadership tests your accountability to the God who positioned you there.

….The spotlight of leadership checks your responsibility to the people whom you serve.

It seems that every day, the news media reports on some leader who failed the scrutiny of the spotlight: a leader who failed to act with integrity, credibility, accountability, and appropriate responsibility. What about you? No matter its size or scope, are you prepared to behave wisely in your leadership role?Are you prepared to lead in a way that pleases God instead of trying to please men? What will the spotlight uncover about you?

The Most Admired Global Leadership Trait Is…

Invest in Yourself: A New Year’s Commitment

10 Key Questions for Leaders – Part 2

Let It Go: Making Room For New Opportunities

What Does Your Culture Look Like?

Your Inner Circle: Building Your Leadership Team

The Mighty Ones

Leadership in the Midst of Tragedy

In The Spotlight

Leadership Tips