1. Be deeply curious.
When I look for people to place in leadership positions, especially senior
leadership positions, I look for people who deeply understand the business.
Probe deeply into most companies and you’ll find way too many senior executives
understand their role and their division... but not the overall business, much
less the broader economy.
An outstanding executive:
1) Deeply understands his specific areas of responsibility;
2) Thoroughly understands the aspects of the rest of her company;
3) Has a solid understanding of his industry, other industries, and
macro-economic forces and trends.
Sound like a lot to know? It is – but it's knowledge that will separate you
from the pack. Most people work hard to check the “I’m doing a great job in my
job” box, but to be a leader you need to be able to step up, care about, and
truly understand the larger issues of the business.
For example, at Delta I was treasurer but I was also very concerned about
our then-poor on time record. I dug into the data, met with peers, learned what
people did in different departments… I wanted to know everything possible about
everything possible.
It takes time, but it's also easy: People readily talk about their
frustrations, issues, and concerns. All you have to do is ask questions and
listen.
In time I became known as a guy with broad skills… and one day our CEO
said, “Okay, since you’ve been complaining so much about our transportation
network, it’s yours.” Even though I had never held an operations job I became
the COO.
People instantly recognize when you truly care about your business and
truly care about learning. That always shines through – and will always take
you far.
2. Learn how to get the people
around you to do the best they can.
I phrase it that way because different people have different leadership
styles and different ways they influence others.
Authenticity is the real key to leadership at any level, especially the
senior level. The goal is to be authentic and learn to work within the
framework of your personality to get people to follow your lead.
Be yourself and leverage your strengths. Don't try to act like someone
else; people can instantly tell. If you're casual and easygoing, don’t try to
switch personalities and become refined and polished. You'll just come across
as insincere and plastic.
People like, respect, and follow real people. Be yourself and learn how to
get people to do what you want them to do – as yourself.
3. Find a work-life rhythm you
can maintain.
You can’t treat your career like a crash diet: Cut your calories in half
and exercise like crazy and you will lose weight, but eventually you won't be
able to stick with a program like that… and you'll gain back the weight you
lost.
A career works the same way. While there will be periods of intense stress –
like in my case when Delta was preparing for bankruptcy or during my first 100
days at Red Hat – in general you must find a business and life rhythm you can
maintain over the long term.
Find a rhythm where you can have enough time for family and friends, feel
satisfied emotionally, and still excel at work, because building a great career
is a marathon, not a sprint.
4. Care deeply.
Don’t kid yourself: Everyone knows when you’re only in it for yourself.
Unless you truly care about the company you work for and are personally
invested in its success, you will never work as hard as you need to work to
truly succeed.
Every great leader is deeply invested in the success of others; every great
business leader, regardless of position or level, cares deeply about their
company and the people around them. If you don’t care deeply now, find
something you do care deeply about: Another function, another mission, another
company, etc.
You can only reach your full potential, both personally and in a career,
when you truly care.
5. Build your team.
Outside of work we all need a broader group of people we can rely on to
provide advice and guidance – people who care about our success the same way we
care about theirs.
My "team" includes ex-partners from Boston Consulting Group,
ex-colleagues from Delta, great friends from B-school… they all care about my
success and freely give me advice, perspective, support, etc. They’re on “Team
Jim,” and I’m on “Team Chris,” “Team Rob,” etc.
The people on your team don’t need to be older, grizzled sages – they just
need to know you and care about you.
Make sure you have people in your life you can always turn to… and for whom
you will always do the same.
Picture is courtesy of FreeDigitalPhotos.net
No comments:
Post a Comment