I have been a Digital Marketer, a Genius, a Business Representative, and a Shift Manager. I have guided through the titles that life has graciously provided me, without a true understanding of what it meant. Now, I find myself in this position again as a Chief Innovation Officer. When people ask me, “Brody, what do you do?” I tell them my respective title. When they look at me with a puzzled ‘yeah right!’ face, I say something to the effect of – “That means I sit in a chair and think about things.” It’s not wrong, that is my job, and for those only seeking your title, that’s all they care about.Read More›
The Red Badge of Courage is a novel by Stephen Crane (1871–1900). Taking place during the American Civil War, the story is about a young private of the Union Army, Henry Fleming, who flees from the field of battle. Overcome with shame, he longs for a wound, a “red badge of courage,” to counteract his cowardice. When his regiment once again faces the enemy, Henry acts as standard-bearer.Read More›
Banned for life.
Forced to sell his franchise.
That’s all you need to know about Donald Sterling’s future with the National Basketball Association.
Commissioner Adam Silver did not mince words. He has exiled Sterling, the owner of the Los Angeles Clippers, after being caught on tape making racist comments to his girlfriend. In doing so Silver wielded a sledgehammer that shattered Sterling’s supposed privileged world and enabled the NBA to move positively away from the repugnant behavior of one of its aberrant owners.
What does a leader look like? Think of two leaders, famous or not, whom you admire and respect. What do they do that is so different? What traits do they have that help them excel at a high level? Leadership is not a great mystery. Great leaders have specific traits in common. These traits can be learned and developed—by you!
As a leader, you need to understand the specific traits that will help you achieve a high level of leadership success. Here are ten tips to help you identify what you as a leader must do.Read More›
Wolfgang Beltracchi is the most successful art forger in history. His fake paintings have sold for $46 million to museums, and private collections all over the world. He says the experts hate him because he managed to fool them for decades – he eventually wound up in jail. Some say what he did was a crime against the art culture and others think it was acceptable because he didn’t hurt anyone.
This story paints a strong allegory to leadership. It might sound a far fetch, yet how often have we tried to pass off our own behaviour as fake to maintain a façade? In the following article I’ll share some observations, insights and research on how we can be more authentic and learn to spot our own in-authenticities.Read More›
“I don’t like to do negatives. There are always pluses to things.”
That quote is attributed to Shirley Temple Black and is cited the The Economist’s obituary of the former child star. Indeed as Shirley Temple she was the most bankable star in the Hollywood firmament being its highest grossing performer in the mid-Thirties.
The secret to her success was her cheerful optimism backed by her relentless work ethic and winning personality. Cute of course but Shirley Temple was a triple-threat performer who could dance, sing and act. She was a favorite of the high and mighty who loved to have her in their company and even making room for her on their laps. During the Great Depression, Franklin Roosevelt noted her “infectious optimism,” adding that “as long as our country has Shirley Temple we will be alright.”
All of us want to be wanted by others, and when we are in a leadership position sometimes that feeling of being wanted morphs into a cloying sense of clinging, hanging on just to hang on. We are unwilling to let go even when common sense would tell us that the people we have groomed to lead are fully ready.
Will no one rid me of this meddlesome priest?
Legend – as well as Shakespeare — has it that Henry II said something to this effect in fit of pique directed toward his one-time good friend and loyal civil servant Thomas a Becket, the archbishop of Canterbury. The King was vexed over Becket’s refusal to subjugate church authority to the state and Henry sought to limit Becket’s influence. In time, Henry’s henchmen travel to Canterbury thinking they are doing the King a favor and slay Becket in the cathedral.
I cite Henry’s behavior frequently in my coaching with senior executives as a means of cautioning them to watch their words. Its theme resonates today in the unfolding drama of Governor Chris Christie and traffic jams near the Fort Lee entrance to the George Washington Bridge. At the moment it appears as if loyal aides conjured up the traffic jam as a means of getting back at the mayor of Fort Lee who was not a supporter of the governor in his re-election bid last fall. One of whom, Bridget Anne Kelly, his deputy, has been axed.
I don’t want any outside help.
That comment summarizes the attitude that Detroit Lions quarterback Matthew Stafford has about seeking the help of a “quarterback guru.” As Stafford said, “It’s not something that I feel would be my style or beneficial to me.”
Stafford’s indifference to seeking help puts him in the mainstream of many successful people. One of the characteristics that achievers demonstrate is an ability to go their own way and figure things out for themselves. But, as my friend Marshall Goldsmith reminds us in his book, What Got You Here, Won’t Get You There, too often high achievers fail at the highest level, not because of their intellect, but because of their ego. It is simply too big to allow anyone – or anything – else inside.
Are you ready to hang it up?
That may not be a question that most people ask themselves often enough, but maybe it is one more of us need to ask ourselves. This thought is prompted by a 2012 column by best-selling author Bob Greene column on St. Louis Cardinal manager Tony LaRussa’s decision to retire after winning the World Series, the first time that any manager has ever done so.
Asking ourselves when it is time to quit should not be reserved for those about to retire. It is something that everyone in a leadership position needs to consider. To be clear I am not referring to giving up in the face of adversity. Rather I am talking about the choice to leave voluntarily.
Recently, I approached the entrance of familiar children’s store and saw a dead bird on their doorstep. Decay indicated the time for a proper burial had passed and while disturbed, I was not surprised the employees left it lying in state. The dead bird on the doorstep is a common symptom of a big organization problem and if you run one, you might have a few dead birds of your own. This happens when employees fail to understand their role in the context of the competitive environment.Read More›
Let’s face it – the best leaders have always grabbed our attention and piqued our imagination. They have a way of captivating, fascinating and intriguing us. It’s the interesting people with whom we want to engage, as they’re the ones who inspire and motivate us to be better and do more. The simple truth is few of us desire to be led by those whom we don’t find interesting. So my question is this: great leaders are interesting – are you? In the text that follows I’ll share my thoughts on how anyone can become more interesting.
Most people I know think of themselves as being interesting people. That’s all well and good, but the real litmus test is whether or not others find you interesting. Are others desirous of having you be part of their inner circle, or do you constantly find yourself on the outside looking in? Do people seek you out for advice and counsel, or do they ignore you and just simply tolerate your presence? The real question is, do people hunger to be led by you?
While many find themselves in a position of leadership, few understand their role as a leader, and regrettably, fewer yet actually lead. These struggling leaders attempt to control people by imposing their will on others (not interesting), as opposed to attracting those who desire to be a part of their team and then creating an environment which frees them to innovate (very interesting).
It’s a very noisy world, and with more and more people adding to the chatter each and every day, it has become quite difficult to stand above the noise and be heard — this is particularly true if you bore people. Here’s the thing — you can have all the answers, but if people don’t want to hear them what good is all your brilliance? Perhaps the main benefit of being interesting is when you interest people they’ll seek you out — you won’t have to chase them down. When you do engage, they’ll listen.
These five items will help anyone become more interesting and, at the same time, will help you become a better leader.
- Be externally focused. You’ve heard me say it before: “Leadership isn’t about you, but what you can do for those whom you lead. It’s not about how much you can get out of your people, but rather how much leverage you can create FOR your people.” Leaders who are purposed about making those around them better will always be interesting and relevant. If you want to be interesting to others, be interested in others.
- Stay ahead of the curve. If what you offer (skills, knowledge, etc.) is dated, you simply won’t be interesting or effective. Interesting people are voracious learners and unlearners. They are passionate about both personal and professional development. Interesting people are in constant pursuit of betterment in all they do. They are intellectually, philosophically and emotionally curious. They’re rarely interested in best practices, but they are like heat-seeking missiles in search of next practices. You cannot be interesting if you’re not growing. You cannot lead a growing company (at least not for long) if you’re not growing as a leader.
- Add value. Think about the most interesting people you know and you’ll find they’re givers not takers. They add value to those they cross paths with. Interesting people aren’t just joiners, they’re contributors. If you want to be interesting, learn to add value in your roles, relationships, and interactions.
- Always leave them wanting more. A little mystique goes a long way to making you more interesting. Let me be clear — I’m not talking about playing games, but simply becoming astute in your interactions. Interesting people don’t conduct monologues — they participate in dialogues. You probably don’t like to be lectured, so what makes you think others want to be lectured by you? Interesting people spend far less time talking and much more time asking questions. If you want to be more interesting always leave them wanting more.
- More humility and less hubris. Think of humility as an attraction magnet and think of arrogance as a relationship repellent. The reality is people love authentic humility and they detest displays of arrogance. While you don’t have to be liked to be a leader, it certainly helps. Interesting people are slow to take credit, but quick to give it. Because interesting people rarely shine the light upon themselves, others are all too happy to make sure they receive the attention they so clearly deserve. If you want to be more interesting try exercising more humility.
There’s no denying it’s the interesting people we want have as friends, leaders, co-workers and associates. Smart leaders have long understood the key to relevance and influence is found in how interesting they are to others. Great leaders are not boring — are you?