Leading ON PURPOSE Leading ON PURPOSE
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  • Home
  • Who We Are
  • What We Do
    • Assessment
    • Culture Shaping
    • Talent Strategy
    • Coaching
    • Leadership Development
    • Outplacement
    • Career Coaching
    • Candidate Profiles
    • Healthcare Solutions
  • Our Team
  • Resources
  • Blog
  • News & Events
  • Contact

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Leading ON PURPOSE

The heart of human excellence often begins to beat when you discover a pursuit that absorbs you, frees you, challenges you, or gives you a sense of meaning, joy, or passion.

Terry Orlick

“Where do you hope to be in five years?”

It’s a common question asked during interviews and goal setting conversations with employees.  “I hope to be in a leadership position,” or “I hope to be promoted to a Vice President role” are not uncommon answers.  When asked why they want to achieve that position, their usual answers include: “Because I want to be in charge,” “Because I want to be the boss,” “Because I will make more money,” or “Because I’ve been told that I am good at what I do and that is the next step for my career,” and the most common, “It is the obvious next steps for my career.”

Unfortunately, while all of these are most likely genuine answers, they’re not the right answers when it comes to pursuing what we term: Leadership ON PURPOSE.  “Because I want to be in charge” expresses a desire for control and oversight of others; “Because I want to be the boss” expresses a motivation to run the show; “Because I want more money” is a motivation for self-benefit; and , “Because I am told that I am good at what I do and that is the next step for my career” is a statement that serves one while appeasing others.  It seems the obvious next step in their career is more of an entitlement. Leaders need to want to be leaders for the “right” reasons.

Our belief is that to have what it takes to be a leader who others truly want to follow; one must have a leadership mindset that is purpose-based rather than results-based. Moreover, Leadership ON PURPOSE has two aims that must intertwine: one is pursuing a leadership role with intention; the other is ensuring that one’s vision, plans, actions, and behaviors align with the vision, values, and goals of the organization. Leaders aren’t simply born and developed; they have a mindset that believes their purpose is to impact others.

A perfect example of greater purpose versus personal results can often be found among highly skilled professionals like engineers. There are many energetic engineers, with aspirations to be the heads of their engineering departments, groups, or divisions. They feel a need to lead other engineers. They see it as their means to a greater title and a higher rate of pay, even though their real talent and satisfaction comes from designing new and innovative things. It’s what compelled them to become engineers in the first place.

The outcome is not surprising. Many extremely talented individuals aspire to leadership roles, only to find once they arrive that they are no longer able to concentrate on and do what they do best.  They realize, often too late, that the role of a leader is completely different from what they had expected, what motivates them and what they are skilled to do. We’ve experienced this outcome in every organization we’ve worked with. 

Let’s look at an example we have seen in many organizations and in many different roles (sales, operations, finance, product development, information technology, marketing and other).  This example is that of a high-performing engineer.  In this example, the chosen successor for a senior leadership role was identified in succession plans as one of the emerging leaders in the organization, a highly-skilled electronics engineer who had tremendous success with design innovation, margins, and market share. He seemed to be a great choice for leadership, yet this turned out to be a poor decision for both the organization and the chosen leader.  Although in a new position, he was still getting too deep into the design tactics.  He kept spending his time on technical matters and not leading and building his team. He couldn’t separate himself from his passion and talent as an engineer. This inhibited his ability to build the organization and lead the team.

This new role didn’t work out for the engineer and he was later exited from the organization.  A talented professional, identified as top talent, now out of the company.  It happens often because we tend to promote for technical capability, not leadership capacity.  Organizations also need to assess aspirations and desire to be in a leadership role for the “right” reasons.  In the example above a new leader was identified who did demonstrate the qualities and attributes of leadership. And although he wasn’t as technically skilled as the members of his team and was actually being paid less than most all of the engineers on the team, he was able to build a very strong, united, and focused group of skilled professionals. 

ON PURPOSE Leaders want to be in a leadership role for a reason. It is not about the title or attaining credit for being at the helm when the team’s engineering designs would lead to patents but helping the organization to excel in its capability and expertise.

John C. Maxwell notably said, “Leadership is not about titles, positions, or flowcharts. It is about one life influencing another.” This is what we mean when we talk about Leadership ON PURPOSE.  Agile leaders have the character traits, behaviors, and skills to be the leader of others.

It is our belief that Leadership ON PURPOSE serves the greater good of self, others, and the organization. A leader who establishes a vision and goals, develops new opportunities for the value and prosperity of others, and unites the organization in that quest is Leading ON PURPOSE.  It means that behind a vision there is purpose and the right mindset to create and pursue that vision in the first place.

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What Leadership Shadow Do You Cast?

On Purpose leaders must own and lead the behaviors that shape the culture of an organization.  They’re accountable for creating the experiences of employees, customers, and the communities they serve.  This is the badge of honor that comes with being a leader.  The reality is that organizations become “Shadows of their Leaders.”

It’s a heavy burden to consider for people who want to be leaders. They have to navigate shifting landscapes, changing markets, a demanding workforce, and expectations of boards and outside constituents.  It is a bit of a cliché to say that they must “adapt and overcome,” but that is one of many sayings that are simply realities that have proven themselves over time.

After Goodyear Tire lost money in 1990 (the first time in 60 years), the board persuaded Stan Gault, a member of the Goodyear Board of Directors and former CEO of Rubbermaid, to come out of retirement and replace Goodyear’s current CEO. When Gault arrived, he began to unplug lights and unscrew light bulbs in the former CEO’s large office to reduce costs. He ate in the company cafeteria with the rest of the employees and got rid of executive parking spaces.

The word spread like wildfire among Goodyear employees that Gault believed “thrift is a virtue.” When Gault then asked all Goodyear employees to help reduce the company’s bloated costs, they already knew their leader walked the talk.  Goodyear employees responded to Gault’s integrity and plea to reduce costs. As a result, the company paid down its debt and invested in new research and development. Soon thereafter, Goodyear launched the newly developed “Aquatred Tire.” It was a huge success and Goodyear was restored to profitability.

As leaders, we all have a shadow that we cast over others in the organization that is either positive or negative.  The key question you need to ask yourself is, “What is your shadow saying about you?”

A leader’s shadow can strengthen a company’s culture and the engagement and commitment of its employees. In March 2020, when retail outlets were initially forced to close their doors because of the COVID19 pandemic, Tim Boyle, president and CEO of Columbia Sportwear Company, cut his salary to $10,000 a year while Columbia retail employees still received their regular pay. His pay cut helped to keep almost 3,500 retail employees compensated during that time of uncertainty. In addition to Boyle’s own pay cut, 10 top executives voluntarily took a 15 percent pay reduction.

That’s the shadow of a leader.  It’s someone who acts—someone who doesn’t just talk about the values but lives the values. With this mindset, you gain the respect of others; even those who disagree will hold you in higher esteem for your convictions.

One of the more important aspects of the Shadow of a Leader is that people will watch and follow you. Sometimes they won’t even be aware of what they are doing. Your attitudes and behaviors become their attitudes and behaviors.

The best examples of this mirroring are found in our personal lives. Sons and daughters watch and emulate their fathers and mothers—the most influential people in their young lives. This brings to mind the song, Boy, by American singer-songwriter, Lee Brice who sings about his son who is going to be great because he does what his dad does.

Boy, you’re gonna know it all. You’ll think you’re ten feet tall… You’re gonna drop the ball. Hit the wall… I know you will, ’cause you’re a part of me. And a part of you will always be a boy.

We believe leaders are like dads and moms. People watch them and follow them. They want to make their boss happy with how they’re performing. They’ll mimic how their leaders behave, because if they do that, they know that they’re probably going to connect with their leaders and be viewed favorably.

We’ve met leaders and up-coming leaders who, upon learning about the influence of their shadow, will shy away from assuming the burden or deny their influence altogether.  Basketball legend, Charles Barkley, once boldly declared to the media that he was not a role model and that kids should be taught to emulate their parents, not athletes or celebrities.

The reality is that if you’re in a position of influence, people are going to emulate you whether you want them to or not. Leaders are role models, and we believe that if you’re going to be a leader, you need to be one who leads On Purpose.  You need to become the model of behavior that others will trust, emulate, and follow. It’s then a matter of what you want your shadow to reflect.

As you reflect on your leadership shadow, ask yourself the following questions.

  1. What shadow does your leadership style cast on others?
  2. How consistent are you at making and meeting your commitments to others?

Think back to some of the recent choice you have made.  What could you have done differently?

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