Category: General

A leader’s ability to communicate underpins all six skills.

The first skill, shaping a vision that is exciting and challenging for the team, is where everything starts. Without a clear and compelling purpose, it’s difficult – if not impossible – to develop strategic priorities and align the organization in pursuit of shared goals. And while we love words and deeply believe in their power to engage and inspire, developing a vision is about much more than words.

We’ve been a part of vision development that is focused on wordsmithing by a select few and totally void of the real work of capturing the organization’s “True North.” We’ve also been a part of collaborative vision development that is focused on data, asking the hard questions and inviting the input of a broad base of stakeholders. To grow this skill, leaders should focus on not just their own ability to set a vision, but the process by which they do so. At the root of this skill is the leader’s ability to invite input, articulate the vision and keep it at the forefront — all of which depend on clear communication.

Translating that vision into a clear strategy about what actions to take, and what not to do, is the second fundamental skill. While this skill involves much more than communication, how a strategy is communicated is ultimately the barometer of its success. Does the strategy clearly connect to the vision? Does it convey clear organizational priorities? Is it digestible by the organization, at all levels? Is the language clear? Are leaders at various levels of the organization able to connect their unit’s work to the broader strategy? Do people at every level understand how their role supports the strategy? Arriving at the strategy is one thing; getting the organization to understand, embrace and act on it is another.

The third skill identified by HBR is recruiting, developing, and rewarding a team of great people to carry out the strategy. This is indeed essential, as evidenced by the endless stream of content and tools that help leaders attract and retain great teams. But sometimes leaders need to be reminded of the simple things they can do, starting with being decent human beings and role models – especially in today’s environment. In a recent survey by Georgetown University’s Christine Porath of nearly 20,000 employees worldwide, respondents ranked respect as the most important leadership behavior.

Yet employees report more disrespectful behavior each year. Being seen and heard — simply being recognized as a human being — is often the validation employees are seeking. A 2011 blog written by an Apple sales associate captures it well: “For Tim Cook, there are no dumb questions. When he answered me, he spoke to me as if I were the most important person at Apple. Indeed, he addressed me as if I were Steve Jobs himself. His look, his tone, the long pause . . . that’s the day I began to feel like more than just a replaceable part. I was one of the tens of thousands of integral parts of Apple.”

Focusing on measurable results is the fourth fundamental skill, and like the other five, it involves more than meets the eye. For example, high proficiency in this skill requires an ability to not only identify specific outcomes, but communicate meaning and progress. Leaders must connect results to organizational vision and values, convey milestones, outline what success ultimately looks like, transparently communicate progress, both good and bad, and be truly open to incorporating new facts and perspectives.

Fostering innovation and learning to sustain a team and grow new leaders is the fifth skill. Googling “innovation” brings up 1,300,000,000 results. “Fostering innovation” produces 33,600,000. In our digital economy, business leaders believe two out of five of the top-ranked companies in their industries won’t exist in the next five years, making innovation essential. And companies are increasingly recognizing the value of diverse perspectives and an inclusive atmosphere in driving innovation. At Cisco, research shows that inclusive practices were the second biggest enabler of IoT innovations, right behind the quality of technology infrastructure.

Where do leaders begin? With communication. They need to make it clear that ideas come from anywhere — that every department, regardless of its function, and every individual, regardless of background — has the power to innovate. And through their actions, leaders can demonstrate that well-considered attempts to innovate, even when they fail, are to be learned from, shared and celebrated.

The sixth and final skill, leading yourself, is perhaps the hardest for most of us. Knowing yourself, improving yourself, and managing the appropriate balance in your own life is easier said than done, especially with day-to-day commitments and deadlines related to career, family, and friends – not to mention the complexities of the world we live in. But we all know leaders who have found a way to routinely and honestly assess their own impact, just as we know those who shun any form of self-reflection. In our experience, the leaders who lead themselves — and authentically give their teams a glimpse of that effort — are the leaders who build great teams and produce outstanding results.

In her book, On the Edge, Alison Levine describes the pain, preparation and passion that drove her to climb Mount Everest – twice. With clarity and insight, Levine shares the physical, mental and emotional challenge of her failure to reach the summit in 2002 and her unexpected return — and success — in 2010. We feel her disappointment following her first attempt and witness her strength and persistence through oxygen deprivation — one step at a time — to stand at 29,029 feet above sea level on her second attempt. Poignantly, she reflects on her incredible achievement:

“Standing on top of a mountain is not important, and the people who stand on top of Mount Everest are no better than the people who turn around short of the summit. Because climbing mountains isn’t about standing on top of a pile of rock and ice for a few minutes – it’s about the lessons you learn along the way and how you are going to use that knowledge and experience to better yourself going forward.”

Most of us never even contemplate climbing Mount Everest, but in our own way, we each pursue opportunities that challenge us intellectually, emotionally or physically. In the process, we transform ourselves, building new capabilities and broadening our perspectives.

For me, one of those opportunities occurred just over four years ago when I made the shift from corporate leader to independent consultant. While I am truly grateful for this experience, I have had to destroy some mental myths and find my own truths throughout this transition:

MYTH #1: Independent consulting means working alone.

TRUTH: While I worked alone during my first year of consulting, I have worked with a business partner for the last three years and never want to return to solo practice. This experience has affirmed that two brains are definitely better than one. I value our collaboration and exchange of ideas as well as our sharing of client and business responsibilities — and realize how lucky I am to work with a trusted partner — and friend — whose goals and beliefs are aligned with mine.

MYTH #2: Successful entrepreneurs are pursuing their lifelong passion.

TRUTH: Passion can be manifest in different ways. I never gave independent consulting much thought until I left my corporate role, but once I began to consider consulting, I realized I was passionate about three goals:

• To be energized by my work
• To add value and make a difference
• To work with people I respect

MYTH #3: Only extroverts, with their natural social gifts, are successful independent business leaders.

TRUTH: I am an introvert — but through years of practice, I have learned to engage with audiences of all sizes. And by investing in authentic relationships, I have developed a professional network that provides insight, opportunity and support, even as it continues to grow.

MYTH #4: Being a successful consultant requires an inherent entrepreneurial spirit and vision.

TRUTH: Our consulting partnership represents more than 50 years of corporate and nonprofit experience. However, our mindset is more aligned with continuous learning than with hierarchical titles. We are willing to test, iterate and adapt, eager to ask questions and listen and observe — and have a strong desire and commitment to learn.

MYTH #5: To be successful outside of a corporate environment requires broad marketing training and expertise.

TRUTH: Though my education skews toward finance, I have been able to leverage years of experience in a Fortune 40 consumer-centric company, marketing to a range of audiences — from employees to prospective investors. In addition, I continue to research and experiment with new digital marketing strategies and tools.

MYTH #6: Success depends on identifying an untapped market opportunity.

TRUTH: We threw our consulting hat into a highly competitive market — one that was already filled with well-established agencies and other consultants. Nonetheless, we have found that organizations’ need for strategic communications in today’s business climate continues to rise and that there is always an opportunity to forge business relationships grounded in quality work.

MYTH #7: Without bosses, we will not be beholden to calendars, deadlines or (unreasonable) expectations — and will have flexible schedules.

TRUTH: Thankfully, this is partially true! We no longer work 24/7 which enables more time for people and passions outside of consulting and occasionally allows the luxury — and pleasure — of integrating the two. But, much like parenting, developing and maintaining an independent business is not a part-time gig — it’s ever-present, highly demanding, energizing, fulfilling and sometimes tedious.

MYTH #8: The corporate world is not an effective training ground for consulting.

TRUTH: Our years of corporate experience are critical to our consulting, providing a practitioner’s perspective. Because of our years in a large, fast-paced corporate environment — facing a variety of challenges — we understand clients’ needs and their organization’s readiness to change, know how to collaborate effectively and have built expertise to help clients implement meaningful solutions.

MYTH #9: Independent consulting is risky, erratic and unreliable.

TRUTH: There are no guarantees in life and nothing is forever, so we decided to give it our “all” and reevaluate our progress and purpose annually. As we have gained momentum with each passing year, we have reaffirmed our commitment to our partnership and business. And, with a healthy balance of practicality and optimism, we are forging ahead toward another year of growth!

Though I don’t define myself exclusively by my work, I genuinely appreciate the personal and professional development that my work — especially in more recent years — has effected. Today, I am more resilient and resourceful than when I began this journey. I have made numerous mistakes — and learned. I have asked lots of questions and searched online for answers to more — and learned. I have been surprised by people who make promises but don’t follow through … and have benefitted greatly from the generosity and assistance of many others who have gone above and beyond. I hope I have learned from both. And, by listening, observing, practicing and doing, I have developed a new appreciation for everyone’s — including our own — time, expertise, network and reputation.

Hard things are hard … but they are also immensely rewarding, transformative and enlightening.

Underlying all of the accolades and stories about this bigger-than-life man was a single, common theme: John McCain lived by a set of principles that guided and governed his words and deeds. In tribute after tribute, we heard about the core values, developed through his upbringing, education and experience, that defined McCain’s character and underpinned his life’s purpose – his selfless service to and sacrifice for his country, his tireless fight for freedom, truth and human dignity, and his numerous acts of valor, respect, humility, and forgiveness. Every story revealed and demonstrated the character of this extraordinary, yet ordinary, man.

The story of John McCain helps us understand the power of authentic values, of defining what we stand for and recognizing the implications of this commitment – whether for an individual or an organization. In July 2002, the Harvard Business Review published, Make Your Values Mean Something, an article that continues to have relevance today – perhaps even more so. In it, the author argues: “…coming up with strong values — and sticking to them — requires real guts. Indeed, an organization considering a values initiative must first come to terms with the fact that, when properly practiced, values inflict pain. They make some employees feel like outcasts. They limit an organization’s strategic and operational freedom and constrain the behavior of its people. They leave executives open to heavy criticism for even minor violations. And they demand constant vigilance.” Throughout history, those who have been most successful — individuals, organizations, or institutions — have clearly defined and consistently reinforced their values. They have been steadfast and courageous and willing to incur pain to uphold their core principles.

Earlier this week, in a column in Fortune, Chip Bergh, the CEO of Levi Strauss & Co took a stand on gun violence, citing company values as the basis for his actions.

“As president and CEO of a values-driven company that’s known the world over as a pioneer of the American West and one of the great symbols of American freedom, I take the responsibility of speaking up on the important issues of our day very seriously. We can’t take on every issue. But as business leaders with power in the public and political arenas, we simply cannot stand by silently when it comes to the issues that threaten the very fabric of the communities where we live and work. While taking a stand can be unpopular with some, doing nothing is no longer an option.

… As a company, we have never been afraid to take an unpopular stand to support a greater good. We integrated our factories in the American South years before the Civil Rights Act was passed. We offered benefits to same-sex partners in the 1990s, long before most companies did. We pulled our financial support for the Boy Scouts of America when it banned gay troop leaders.

While each one of these stands may have been controversial at the time, history proved the company right in the long run. And I’m convinced that while some will disagree with our stand to end gun violence, history will prove this position right too.”

This is the lesson and legacy of John McCain. Real values are not empty words; they are integral to every decision we make, every message we deliver, every interaction we have with family, friends, colleagues, clients and key constituents.

The media has reported that McCain orchestrated every detail of his own funeral, from the events of the week, to the memorial service music, to the speakers who delivered eulogies. He clearly had one more message he wanted us all to consider. In doing so — even in death, McCain is leading by example, challenging all of us to ask, and answer, these important questions:

• Who do we want to be?
• What are our fundamental values?
• How vigilant are we willing to be to preserve and protect them?