Leadership: “That Special Something”
Leadership must sit on real substance. It must sit on a set of values (the ones your grandparents preached) and on a focus on results. However, there is an intangible piece. That special something: presence, filling a room, motivating people. I think that "special something" can be learned. I'm going to talk about how you get that "special something". Substance is most important but it is not enough.
I have a client who has all of the substance of leadership. He has a value system that drives him to treat people around him in a way that builds trust. People respect him, know he "has their backs" and they know he "will give them the straight goods". This is important in a leader. He has a nice mix of caring for people yet pushing them to be better and focusing on the results necessary for the success of the entire unit.
He is exceptionally bright and has a good strategic mind. He knows what drives business results. He knows what the business needs to do to be successful in the future. His strategy is good and his strategy is written down in a clear and concise business plan.
He has all the substance. He is missing the "sizzle". Sound superficial? It is not. Put simply. Sizzle motivates.
Leadership is about influencing others. It is about influencing those above you (bosses), beside you (peers) and under you (subordinates). People are motivated by that "special something", that "sizzle".
How do you get "that special something"? That "special something" is a made up of many small behaviors. These behaviors can be practiced and learned. If you focus on them and practice them, people will start to notice your leadership presence. In my opinion, here are some to focus on:
1. Filling a room. Taking up space. Deciding where to sit in a meeting. Presence starts with taking up some space. If you sit in the back and say little you have no presence.
2. Choosing to make a few well placed suggestions and comments in the right meetings. I have a client who writes her objectives for each day -- not her to do list. Write your objectives for important meetings. When you leave, what mark will you want to have made? With what players?
3. Owning the right meetings. This means introducing your meeting even if you will not be the primary speaker. Introducing means saying why you think the meeting is important, why you asked everyone to come and telling people what you would like them to contribute or do as a result of the meeting.
4. Not being negative about the organization. Your job is to inspire people. You can challenge the "powers that be" in private. Publically you should be looking for solutions and helping others feel connected and positive about their work.
5. Speaking clearly and directly. Rambling does not inspire. Explanations and justifications are not always required and tend to make it feel like you need to convince. If you need to convince, you appear to be unsure and you do not inspire confidence.
6. Being passionate about your vision. A lot of people are embarrassed about this. They don't want to be too "over the top". They focus on the fact that everyone isn't completely onside. People will come onside (and not all of them, ever, so don't worry about that) if you look like you are confident and passionate about your vision. If you aren't passionate, no one else will be and you certainly won't be seen as having presence.
7. Making great presentations. Nothing impacts people more than this. You can get good at this with practice and coaching. People love to see their leaders on a podium, talking like they mean it.
So, put the sizzle with the steak. You need both to truely inspire.
