Information, Disinformation, and Leadership - Oh My!

Since today is an important date in American politics: the second Presidential Debate will take place later today, I thought it would be appropriate to feature Barbara McQuade, the author of the new book, ATTACK FROM WITHIN, HOW DISINFORMATION IS SABOTAGING AMERICA. Barbara and I had a discussion about leadership and her book, a must-read for our current political climate, and highlights follow a brief introduction.

Barbara McQuade is a professor at the University of Michigan Law School, where she teaches criminal law and national security law. She is also a legal analyst for NBC News and MSNBC. From 2010 to 2017, she served as the U.S Attorney for the Eastern District of Michigan. She was appointed by President Barack Obama, and was the first woman to serve in her position. She also served as vice chair of the Attorney General's Advisory Committee and co-chaired its Terrorism and National Security Subcommittee. Before her appointment as U.S. Attorney, McQuade served as an Assistant U.S. Attorney in Detroit for 12 years, including service as Deputy Chief of the National Security Unit. In that role, she prosecuted cases involving terrorism financing, foreign agents, threats, and export violations. She serves on a number of non-profit boards and served on the Biden-Harris Transition Team in 2020-2021. She is a graduate of the University of Michigan and its law school and calls Ann Arbor, Michigan home.

QUESTION: Since your background is in law, politics, and education, how have you seen the role of leadership change (evolve/devolve) in those fields over the last 20 years?

BARBARA McQUADE: We still have many wonderful leaders in all fields, but it is disappointing to see some people in politics use fear to stoke division in society. By promoting an us-versus-them mentality, we find ourselves unable to address real problems, such as, climate change and immigration. We need compromise to achieve policymaking, and it seems that some leaders would rather resort to simple soundbites than nuanced thinking. 

QUESTION: In your new book, “Attack from Within, How Disinformation is Sabotaging America,” what are three important takeaways you hope readers will have?

BARBARA McQUADE: Here are my three:

First, I hope to raise awareness that certain tactics have been used throughout history to manipulate the public: blaming scapegoats, undermining critics, using fear, and more. Once we can recognize these tactics, we are less likely to be manipulated by them. 

Second, I hope that readers will see the real harms caused to American society by disinformation. Lies and misleading claims are eroding democracy, public safety, and the rule of law. For example, false claims of a stolen election have led to laws in many states making it more difficult to vote. I expect we will see false content generated by AI in the upcoming election. I worry that claims that prosecutors are "weaponizing" the criminal justice system will lead to a loss of confidence in the legitimacy of law enforcement and the courts, leading to vigilante violence, just as we saw on January 6th.

Third, I hope that readers will choose to put truth over tribe. Today, it seems that some people don't care about the facts. They care only about winning. But blind allegiance to a political party is not democracy. We need to encourage independent thinking over the idea that our political system is us-versus-them. As Americans, parties are rivals, but not enemies. We are all in this together. 

QUESTION: At the end of your book, Attack from Within, you wrote, "An informed electorate has always been necessary for democracy." However, with so much polarization, apathy, disrespect, ignorance, inequality, and disinformation, how can we as Americans transform into an informed electorate?

BARBARA McQUADE: It is somewhat ironic that we have never had as much access to information as we do today, and yet, it seems that we are more disinformed than ever. Part of that is due to feeling overwhelmed with information, and so we rely on proxies to tell us what to think. That is a very dangerous place to be, because we cede power to party leaders or media mouthpieces. 

Instead, we need to embrace our duties as citizens to obtain accurate information about issues and candidates so that we can use the power of the people. Great sources for accurate information are your Secretary of State's website and the non-partisan League of Women Voters. 

QUESTION: Which three leaders from business or history inspire you, and why?

BARBARA McQUADE: Here are my three:

[1] Frank Murphy, former justice of the Supreme Court, former governor of Michigan, and other public leadership positions - because he said that he wanted his legacy to be simply that he made government work for the people. 

[2] Liz Cheney - because she put country over party by vice chairing the House Committee investigating the January 6th attacks and publicly stated that we cannot abandon truth and remain a free country. She lost her House race over her commitment to the truth. She is a profile in courage. 

[3] Barack Obama - because he appealed to hope over fear, and unity over division. 

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter/X): "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What does this quote mean to you?

BARBARA McQUADE: Too often, people think of leadership as rock star adulation. Instead, leadership means doing the quiet little things necessary to empower others. Obtaining resources, removing bureaucratic obstacles, seeking input in decisions, allowing autonomy and discretion, and creating an environment where it is safe to fail or admit mistakes are the things that effective leaders do to enable others to achieve more than they could on their own.

My gratitude and applause to Barbara for appearing on my blog and sharing her leadership insights.

SHARE THIS: Too often, people think of leadership as rock star adulation. Instead, leadership means doing the quiet little things necessary to empower others. ~@BarbMcQuade #DebbieLaskeysBlog #LeadershipTip

SHARE THIS: Blind allegiance to a political party is not democracy. ~@BarbMcQuade #DebbieLaskeysBlog #PresidentialDebates

Image Credit: Sam Moghadam Khamseh via Unsplash via Wordswag.

Learn more about the 2024 Presidential Debates at:

https://en.wikipedia.org/wiki/2024_United_States_presidential_debates

Learn more about the League of Women Voters at:

https://www.lwv.org

Connect with Barbara at these links:

Michigan Law: https://michigan.law.umich.edu/faculty-and-scholarship/our-faculty/barbara-l-mcquade

Website/Book: https://www.barbaramcquade.com

Twitter/X: https://www.twitter.com/BarbMcQuade

3 Leadership Secrets: Build Consensus, Be Open to Challengers, and Delegate

 

If you’re not familiar with the name Erika Andersen, then get ready for some valuable leadership take-aways. She is someone who stands out wherever she appears in the digital landscape, whether as a guest writer on Forbes, her own website, or on Twitter. 

Erika Andersen is the founding partner of Proteus, a coaching, consulting, and training firm that focuses on leader readiness; and over the past 30 years, she has developed a reputation for creating approaches to learning and business-building that are tailored to the challenges, goals, and cultures of her clients. Erika and her colleagues at Proteus focus on helping leaders at all levels GET ready and STAY ready to meet whatever the future might bring. In addition, Erika is the author of many books as well as the author and host of the Proteus Leader Show, a regular podcast that offers quick, practical support for leaders and managers. Follow on Twitter @erikaandersen and @ProteusLeader – and also on the web at www.proteus-international.com. Erika and I recently had a discussion about leadership, and highlights follow below.

QUESTION: When President Obama introduced Janet Yellen as the new Federal Reserve Chair in October 2013, he said, "Janet Yellen is a proven leader who knows how to build consensus, the kind of person who makes everybody around her better." Certainly, President Biden remembered this when nominating her as the first woman Secretary of the Treasury. What three characteristics do you think are necessary to create a consensus-builder?

Blog post referenced: What Kind of Leadership Legacy Are You Creating?
https://debbielaskey.blogspot.com/2013/10/what-kind-of-leadership-legacy-are-you.html

ERIKA ANDERSEN: The first three things that come to mind when I hear “consensus builder” are listening, “fair witnessing,” and generosity.

Listening – true, deep listening, where your intention is to fully understand what the other person is saying – is foundational to all good leadership and management, in fact to all healthy relationships. It’s especially necessary to building consensus: understanding what all parties think and feel is the core pre-requisite for being able to find a solution that includes the most important elements of each person’s point of view. It also assures that each person will feel heard and respected – which goes a long way toward “unsticking” people from rigid positions.

Being a fair witness, which I talk about a lot, means being as objective and neutral as possible. That becomes more challenging the more emotionally attached we are to a topic. If, as the person responsible for finding consensus, you can maintain a neutral focus on finding the best outcome for the greatest number of people (vs. lobbying for your preferred solution), I’ve found that helps everyone become more objective and less likely to simply argue for their own outcome.

Finally, generosity. Such a critical leadership capability – especially when emotions are running high and people have different and strongly-held viewpoints. If you as the leader can assume positive intent about everyone involved – that they are advocating for what they truly believe is the best outcome – it provides a powerful hopeful example that makes it less likely that people will fall into negative and limiting beliefs about each other, and much more likely for consensus to be achieved.  

QUESTION: Last year was the “year of women” in visible seats of influence - see my Blog post written in December. From your personal and consulting experiences, how can more women earn positions of influence in business, law, medicine, nonprofit, etc.?

Blog post referenced: 2020 Was the Year of Women
https://debbielaskey.blogspot.com/2020/12/2020-was-year-of-women.html

ERIKA ANDERSEN: I have great faith in the younger generations – Millennials and Gen Z – who now make up a majority of the workforce, and who will continue to grow as a force over the next decade. They are more diverse than previous generations, and more progressive in their thinking and actions regarding inclusion and collaboration of all kinds. The people I know in their 20’s and 30s expect that women – and people of color – will have power and influence commensurate with their skills, capabilities and ambition. I think that means that the future is in good hands.

But what about now? First, I would hope that any woman who is now in a position of power and influence will do her best to be a model of representation, and to remove obstacles and provide opportunities for those who are coming up behind her. I would also encourage powerful women to turn to their male colleagues and help them understand how they can be practical allies by creating more opportunities for women to succeed.

And all of us can, with kindness and hope, recognize in ourselves and point out to each other where we might have limiting assumptions about women – and people of color, the disabled, LGBTQ+, and other marginalized people. And once we recognize those limiting assumptions, we can all work to question and work against them, so that we invite and welcome a more diverse group of people into positions of power and influence.
 
QUESTION: I read a recent post from Wharton that shared the concept that all leaders need to be surrounded by a “challenge network.” Can you elaborate on this?

Blog post referenced: Why You Need a “Challenge Network”
https://knowledge.wharton.upenn.edu/article/why-you-need-a-challenge-network/

ERIKA ANDERSEN: I love this idea – that leaders need people who will challenge their ideas and conclusions. I talk about something like this in my book “Leading So People Will Follow,” where I contend that leaders need “Wizards, Well-wishers, and Wildcards.”  

Wizards are those people who know things you don’t know, and who can help you break through your image of yourself or of what’s possible and find new solutions and new ways of operating – part of what you can get from a “challenge network.”

Well-wishers are the opposite of a challenge network: they’re the people who genuinely think you’re marvelous, and truly want the best for you (which I think is also invaluable –being challenged all the time is demoralizing and unhelpful).

Wildcards are those people from whom you get unexpected value – they may seem negative, or grouchy, or just weird, but they have insights, skills or assets that can support you to achieve an outcome or solve a problem better than you could yourself. The essence of what a challenge network provides!

A lot of research over many years has shown that one of the biggest predictors of leadership failure is an environment where others can’t or won’t push back on the leader’s decisions. Having a challenge network filled with Wizards and Wildcards helps make sure that doesn’t happen.  
 

TWEET THIS: One of the biggest predictors of leadership failure is an environment where others can’t or won’t push back on the leader’s decisions. ~@erikaandersen #LeadershipTip #ChallengeNetwork

QUESTION: Many people believe that leadership is only possible with a title. But there are many ways to lead and to be a leader. How do you counsel your clients to promote from within and build people up?

To read more on this topic, check out this Blog post: Spot these types of hidden talent in your organization:
https://www.smartbrief.com/original/2020/08/spot-these-types-hidden-talent-your-organization

ERIKA ANDERSEN: A lot of our coaching of leaders focuses on helping them become better developers of people. In addition to teaching them the core skills of feedback, delegation and coaching, we also encourage them to think about applying the “hedgehog” model Jim Collins popularized in Good to Great, where he noted companies that become great find the intersection among three things: what they’re best at, what they’re passionate about, and what “drives their economic engine” (i.e., makes them sustainably profitable).

Leaders can apply this to their folks by helping them think through what they’re best at and most passionate about, that will drive the organization’s economic engine. In other words, to focus their coaching and development on those areas where the employee would love to improve, where they can become really excellent, and where the company needs more capability.

Too often, leaders try to coach and develop just based on what the company needs, without thinking much about the employees’ interest or natural talent. And employees sometimes over-focus on what they’re passionate about, without thinking enough about whether they can get really good at that thing – or whether the company needs it.  

And once you, as a leader, have helped an employee get clearer about what they could be best at and passionate about, that will drive the company’s economic engine, it’s important to determine two other things. First, you need to find out if the employee is really willing to make the effort needed to grow (and, unfortunately, you can only really know that by seeing how they respond to growth opportunities). Second you need to have a “coach mindset” about that employee, which we define as “believing in their potential and wanting to help them succeed.”  

If all these things align, you get to have that wonderful experience of watching someone grow, knowing that you’ve helped.
 

TWEET THIS: Too often, leaders try to coach and develop just based on what the company needs, without thinking much about the employees’ interest or natural talent. ~@erikaandersen #LeadershipTip #LeadershipCoaching

QUESTION: You wrote a post published in Forbes comparing great leaders to movie heroes. Can you explain this comparison?

Blog post referenced: What Do Great Leaders And Movie Heroes Have In Common?
https://www.forbes.com/sites/erikaandersen/2015/07/20/what-do-great-leaders-and-movie-heroes-have-in-common/

ERIKA ANDERSEN: I just used the movie hero comparison as an interesting way to tee up the importance of delegation!  

It’s easy to think that being a hero means doing everything yourself. But in almost every good movie, one of the things the hero learns is how essential it is to have the support, collaboration, and skills of others – that achieving difficult outcomes is almost always a group effort.

And leaders who are good at delegation, who have and use the skills and the mindset needed to share power and responsibility, are much more likely to build teams of capable and motivated people who achieve great things. Then, they all get to be real heroes!

QUESTION: Lastly, you have another inspiring leadership book out later in the year (October). How does it differ from “Growing Great Employees,” “Being Strategic,” “Leading So People Will Follow” and “Be Bad First”?

ERIKA ANDERSEN: Thank you for asking! The new book is called Change from the Inside Out, and it first explains the simple, predictable process any individual has to go through in order to make any change – we call it the Change Arc. Then it offers a model for cascading any change throughout an organization, by focusing well and consistently on the nuts-and-bolts necessities of change while supporting everyone in the organization through their own mental and emotional Change Arc.

The book offers new insights and models, and leverages many of the core skills and models you’ve seen in my earlier books, all in the service of helping leaders, their teams, and their organizations become more change-capable – better able to thrive and grow in this era of continual, disruptive change. I hope that’s a good “trailer for the movie” – and I look forward to having a more in-depth conversation about it as the publication date draws nearer this fall!

My heartfelt gratitude and appreciation to Erika for appearing on my Blog again and for sharing her leadership insights!


For more inspiration, check out Erika’s previous appearances on my Blog:
 

Review of: Leading So People Will Follow by Erika Andersen (October 2019)
(Fall Back to Reading with 12 Thought-Provoking Business Books)
https://debbielaskey.blogspot.com/2019/10/fall-back-to-reading-with-12-thought.html

Leadership + Strategy = Amazing Employee Experience (November 2018)
https://debbielaskey.blogspot.com/2018/11/leadership-strategy-amazing-employee.html

Review of: Be Bad First by Erika Andersen (October 2018)
(Fall Reading Recap: Leadership, Branding, and Voice of the Customer Marketing)
https://debbielaskey.blogspot.com/2018/10/fall-reading-recap-leadership-branding.html

Are You the Type of Manager Or Leader YOU Would Follow? (January 2014)
https://debbielaskey.blogspot.com/2014/01/are-you-type-of-manager-or-leader-you.html

25 Employee Engagement Tips to Improve Your Workplace
https://debbielaskey.blogspot.com/2013/08/25-employee-engagement-tips-to-improve.html

Want to be Nicknamed Strategy Guru? (July 2011)
https://debbielaskey.blogspot.com/2011/07/want-to-be-nicknamed-strategy-guru.html


Image Credit: Etsy.

Tips to Become the Type of Leader People Respect

 

Over the last decade, thanks to social media, I have had the privilege to meet a variety of amazing leadership experts. One of these experts is Liz Weber, who I met on Twitter in 2011. We recently had a discussion about leadership, and highlights follow below Liz's bio.

Liz was named a Top HR Influencer to Watch in 2020 by both BambooHR and HR Exchange Network, and was included in Engagedly’s Top 100 HR Influencers of 2020. She provides strategic and succession planning, executive coaching, and leadership development programs to leadership teams and boards of directors. She is one of fewer than 100 people in the U.S. to hold the Certified Speaking Professional (CSP) and Certified Management Consultant (CMC) designations; the highest earned designations in two different professions. Liz has consulted in over 20 countries, supervised business activities in 129 countries, and has written nine books.

QUESTION: Back in 2011, I was inspired by your book “Something Needs to Change Around Here: The Five Stages to Leveraging Your Leadership.” My take-away nearly ten years ago - and still recalled today due to its relevancy - was this quote: “Being a manager or a leader is a privilege. It’s an honor to have others respect your abilities enough to allow you to lead them. It’s an honor to have others trust you to guide them and support them as you work together.” What does this quote mean to you today?
LIZ WEBER: It's still a privilege and an honor to manage or lead others. However, that privilege doesn't mean you automatically have their respect. Now more than ever, simply having the title isn't enough. And it shouldn't be enough. Now our team members expect us to have the expertise to have earned and to hold the job and title. They expect us to not just 'show up' but to 'be there' and focus on them, their pressures, needs, and roadblocks, and anticipate what's coming next so we can clear a path for them. Now more than ever, our teams expect more of us, and they should.

SHARE ON TWITTER: Now, more than ever, our teams expect more of us (leaders), and they should. ~@LizWeberCMC #Leadership #EmployeeExperience #EmployerBranding

QUESTION: What three traits define a good leader?
LIZ WEBER: There are many, but the immediate three I think of given the times we're in are:
(1) Can articulate and maintain a clear purpose.
(2) Focuses on and strengthens the team.
(3) Refines the path forward.

To clarify further:
(1) Can articulate and maintain a clear purpose: With so many businesses struggling for survival, leaders who are able to clarify, articulate, and maintain a clear focus on what core service(s) or product(s) they can best provide now and in the near term, are able to keep their businesses from crashing and burning, or they are able to help their businesses rise like phoenixes from the ashes with revised products or delivery models. We've seen this with the many restaurant, food service, and other hospitality-industry businesses that have been able to survive, if not thrive by moving to creative delivery models, changing products, or redefining space utilization. Also, for those businesses that have experienced no or positive impacts because of COVID, articulating a clear purpose has helped keep overworked teams focused and performing their best. Our healthcare, grocery store, transportation/delivery, and other essential services industries have proven this time and again this past year. Leaders need to remind every team member why they're doing what they're doing and the difference each team member makes every day. Every person matters and the work they do is important and needed now.

(2) Focuses on and strengthens the team: I saw this firsthand last year when the lock downs started. My clients who were actively reaching out to their employees - individually - every few days, then acknowledged and acted upon the stresses work-from-home created for many team members, experienced far fewer intra and inter-team clashes as the new virtual or hybrid work format took hold. Other leaders who didn't actively engage with their teams couldn't keep a pulse-check on stress levels, performance challenges, or home/work scheduling clashes. As a result, they experienced elevated team clashes and performance glitches as the months ground on. Those leaders who chose to spend the time, and the dollars when needed, to ensure they could connect via video with their team members saw greater team commitment and loyalty. Those who didn't invest the time or money, didn't. It's not surprising. What would you think of your employer if they wouldn't spend $50 to buy an external camera for your laptop so you could be seen on screen during team meetings?

(3) Refines the path forward: In typical strategic planning, no one could ever predict exactly what the future would hold. However, we typically didn't have to plan for a pandemic limiting the way our workforce worked, how our customers bought products, racial injustice, or a potential economic or political collapse. We typically worried most about shifting customer desires and our competitors' actions. Ah, the good old days. Things have changed to say the least. Because of that, most strategic plans were tossed out the window with new plans focused on the next 12 to 18 months. Priorities have shifted and rightfully so. Strong leaders now need to clarify and communicate the new priorities and outline how they help keep the purpose in play.

QUESTION: How do you recommend people who aren’t in a leadership position, or don’t have a leadership title, make a difference?
LIZ WEBER: I've said for years, 'Management is a position; leadership is a mindset.' You do not need to be in a management position or have a specific title to be a leader. You simply need to have the courage to take on responsibilities, try things you've never done, admit when you're wrong, try again, and communicate with those who need to know and can help you achieve the results desired. Leaders are deemed leaders by others. They are deemed leaders when they get things done and those with whom they've worked want to work with them again and again.

SHARE ON TWITTER: Leaders are deemed leaders by others. ~@LizWeberCMC #Leadership #EmployeeExperience #EmployerBranding

QUESTION: What is one mistake you find that leaders make the most often?
LIZ WEBER: Leaders who face unexpected team failures do so because the leader has typically done a poor job articulating what the expected outcome needed to be. They didn't state the vision, goal, deliverable, objective or whatever you want to call it clearly. Because of this, the team guessed, and they guessed incorrectly. As a result, the team, customers, stakeholders, or others were negatively impacted. All because of a lack of leadership clarity and poor communication.

QUESTION: What is our least favorite leadership buzzword, and why?
LIZ WEBER: Mindfulness. It just doesn't resonate with me. I prefer simple 'Meditation.'

QUESTION: One of Walt Disney’s leadership tips was, “Never stop asking questions.” What are your three timeless leadership tips?
LIZ WEBER: Here are my three:
(1) Follow through and do what you say you were going to do.
(2) Have the courage to do what others know they should do but don't.
(3) Be the type of leader you would want to work with and learn from.

My gratitude and appreciation to Liz for appearing on my Blog and for sharing her inspiring leadership insights!


Review of Liz's book on @NewParadigmer Blog referenced in Question #1 above:
http://www.newparadigmsllc.com/blog/2011/9/26/whats-the-core-of-leadership

Learn more about Liz and connect with her on the following social platforms:
Website: www.WBSLLC.com
Twitter: @LizWeberCMC
Facebook: /LizWeberCMC
LinkedIn: www.linkedin.com/in/lizwebercmc

Image Credit: Debbie Laskey featuring Liz Weber's quote.

Leadership Is ALWAYS About Those You Lead!

Thanks to Twitter, back in 2018, I met Katherine Spinney, a fellow advocate for effective leadership. We collaborated on a post here on my Blog in August 2018, and we also collaborated on a TweetChat on Twitter in April 2020 (both links appear at the end below). 

I invited Katherine to return to my Blog for a Q&A due to workplace and leadership changes resulting from the current COVID-19 pandemic. Highlights from our discussion follow Katherine’s bio.

Katherine Spinney has spent over a decade in executive leadership positions and now has the great privilege of supporting leaders to more effectively develop themselves and their teams. Through a trademarked model of leadership, Lead with Your MIND, Katherine goes beyond the traditional model of skill development and combines it with work around mindset, investment and desire. Katherine's vision is to help build leaders' confidence and impact to better serve their teams to ultimately better serve their clients. Work should provide a source of satisfaction, and she is confident that it can and should be possible for everyone. Visit her website at https://www.katherinespinney.com/ and connect and follow on Twitter and Instagram @CoachKat2017 and on Facebook /CoachKat2017.
 
QUESTION: Based on your experiences since March 2020, how has the COVID-19 pandemic impacted leadership?

KATHERINE SPINNEY:
COVID-19 has affected leadership in a number of ways. Generally, those who were strong leaders before the pandemic remained strong leaders throughout and adjusted where necessary. Those who were less effective leaders largely remained so. This year provided an opportunity for leaders to step up and adapt to what has been a dramatically different work environment for the majority of people.

Effective leaders responded with empathy, implementing effective health precautions, both physically and mentally and providing flexibility to people in challenging if not impossible situations. Additionally, effective leaders adjusted to their clients' needs and provided service in a responsive way.

It has been a time of great challenge, and those who have stepped up and supported their teams while continuing to serve their clients have provided a strong example of how it can be done.
 
QUESTION: In a post on your blog entitled, "When Poor Leadership Goes Unchecked: The Cautionary Tale of the Washington Redskins," you wrote: "Whether you run a team, a department or a Fortune 500 company, your responsibility as a leader is to serve your clients by supporting your employees. When you face challenges in your leadership, as you most certainly will, examine yourself first, and surround yourself with people who will help reveal your blind spots." What do you recommend an employee do if/when leaders do not welcome feedback about their blind spots?
 
KATHERINE SPINNEY:
It is important to always be open to new connections and opportunities. In the case that you have simply had enough of a job, you will be in a much better position to transition than if you wait until you reach that point.

If you find yourself in a position where your leadership does not welcome feedback regarding their blind spots, it's important to ask yourself, "Is there someone else I can talk to at the organization? Do I want to stay here but perhaps work for someone else? Am I fulfilled enough in the position that I am okay with leadership that will not change?"  

If you have exhausted your options of impacting change, you need to decide if you are okay living with it, or if it's time to go. If you decide to stay, accept the things you cannot change and do the best you can.
 
QUESTION: On your blog, you wrote "How to Build a Leader" by listing 17 ingredients. Which of those 17 do you consider the most important, and why? (The full list can be found on the link at the end below.)
 
KATHERINE SPINNEY:
It's so hard to choose just one because they are all important. And my caveat is that I think skill is just one of the components of effective leadership (in addition to mindset, investment and desire), but if I have to choose one, I will choose relationship-building.

The days of a disconnected boss in the corner office dictating orders are long gone (though too many organizations continue to operate this way). True leadership requires authentic relationships at all levels: with colleagues, with organizational leadership, with clients, with stakeholders, and, of course, with staff. At the core of effective leadership is the strength of these relationships.

TWEET THIS: The days of a disconnected boss in the corner office dictating orders are long gone. True leadership requires authentic relationships at all levels. –@CoachKat2017 #LeadershipTips #EmployeeExperience

 
QUESTION: When President Obama introduced Janet Yellen as the new Federal Reserve Chair in October 2013, he said, "Janet Yellen is a proven leader who knows how to build consensus, the kind of person who makes everybody around her better." What three characteristics do you think are necessary to create a consensus-builder?
 
KATHERINE SPINNEY:
I used to work at an organization that did consensus hiring. In an organization of nearly 40 staff, this was not easy. Ultimately, what I learned from that process and what research has reinforced, is that in order for consensus to work, there needs to be (1) a clear, shared understanding of what the desired outcome is, (2) a willingness to listen and be open to all the voices in the room and (3) an appreciation and respect for the person with the most knowledge and the person who will be most affected by the decision.

In the case of hiring, we strove to be upfront about who we were looking to hire, be open to all voices in the room, and if there were disagreement or challenge coming to consensus, ultimately defer to the department doing the hiring.

Consensus is hard and it will be rare for an entire staff to be in complete agreement on anything, so it's important to recognize the common moments when, not everyone will agree but they are comfortable deferring and getting on board with the decision.
 
QUESTION: Lastly, one of my favorite quotes about leadership is from Arnold Glasow, an American businessman often cited in the Wall Street Journal, Forbes, and other publications: "A good leader takes a little more than his share of the blame, a little less than his share of the credit." What does this quote mean to you?

KATHERINE SPINNEY:
This quote is a great illustration of what leadership is all about, which is, the people you lead. It isn't about you and your needs but first and foremost, the needs of those you have the great privilege of serving. Be generous in recognizing others and humble in taking ownership of mistakes, even when they are not yours alone. When you try to deflect in an attempt to save face, it only serves to undermine your leadership. Act with integrity and show your staff that you put them first. When your staff know you have their best interests at heart, they will generally return that loyalty.  

TWEET THIS: Leadership isn't about a leader’s needs but first and foremost, the needs of those you have the great privilege of serving. –@CoachKat2017 #LeadershipTips #EmployeeExperience

My gratitude to Katherine for appearing here on my Blog and sharing her insights and perspective.

Image Credit: Katherine Spinney’s Blog.


Blog post referenced in #2
https://www.katherinespinney.com/poor-leadership-redskins/
 
Blog post referenced in #3
https://www.katherinespinney.com/build-a-leader/
 
Blog post referenced in #4
http://debbielaskey.blogspot.com/2013/10/what-kind-of-leadership-legacy-are-you.html
 
Blog post Q&A in 2018
https://debbielaskey.blogspot.com/2018/08/how-can-leaders-help-employees-exceed.html
 
TweetChat highlights in 2020
https://debbielaskey.blogspot.com/2020/04/tweetchat-highlights-how-to-improve.html
and https://wakelet.com/wake/tqlW4MASG2XSO4B4WTJg6

Three Essential Books for Your Summer Reading List

Every summer, we plan extra hours for all sorts of activities. From beach excursions to museum visits to outdoor hikes, the summer is the time to catch up on all the adventures that don’t happen during the rest of the year. In addition to all the fun outdoor adventures, another activity on our summer “to do lists” is reading. Some of us even build a stack of “must-read books” all year-long with the intent to read them during our summer vacations. While you may have some non-fiction or novels on your reading list, I highly recommend that you add these three business books, more specifically these three marketing and leadership books, published this year to your summer reading list.

MORE IS MORE by Blake Morgan
The buzz in today’s competitive and social economy centers on the brand experience, which relies heavily on the customer experience. Businesses stand out by providing the most positive and most memorable customer experience. But how do you accomplish this? There is no secret sauce, and every industry has differences, whether big or small. According to Morgan, there is a customer experience crisis underway, and most brands have no idea how to move their brand from mediocre to extraordinary.

“Instead of being intimidated and shying away from the abundance of new channels and digital platforms, brands need to act quickly and figure out meaningful strategies that can help them meet potential customers at these new touch points...Contrary to popular belief, the customer experience boils down to far more than just sales and customer service…Customer experience is an attitude embraced within the company; it’s a company-wide approach to building an operation that has the customer at its center.”

Here are eight pieces of advice from Morgan:
[1] Hire someone to own the customer experience. Some businesses use the title “Chief Customer Officer,” others use “Chief Engagement Officer,” and others use “Chief Branding Officer.” But no matter what title you use, this individual will represent your customer at the highest level of your organization.
[2] Involve your entire organization. Create and maintain a customer-centric culture. One example is the Walt Disney Company, where all employees or cast members attend Disney University to learn about the culture, corporate lingo, and more.
[3] Meet and serve customers in their preferred channels. If your customers post lots of photos on Instagram, you should have a large and growing presence on Instagram. If your customers post comments or ask questions on Twitter, you should have a large presence on Twitter. Don’t spend time on social platforms simply to say you’re there.
[4] Don’t ignore mobile technology. How does your brand leverage mobile technology to improve your customers’ lives? The answer will determine your mobile strategy.
[5] Offer a strong employee experience. Do your employees have authority to fix problems, or do they pass off the customer from one employee to another with no end in sight?
[6] Be a good corporate citizen. Participate in local, regional, or international philanthropy and involve your employees. Some businesses are known for offering employee philanthropy or volunteer days whereby the businesses close for the day and employees volunteer for Habitat for Humanity, a literacy program, or others.
[7] Embrace change. One example is the evolution of retail. If you only sell in a physical store, your brand may soon disappear. But if you’ve developed a digital presence and strategy, your brand has a better chance of surviving.
[8] Ask this question: What role do customers play in your business? This question should be at the core of all your key discussions.

MULTIPLIERS: HOW THE BEST LEADERS MAKE EVERYONE SMARTER by Liz Wiseman
This book is a revised and updated version of a previously-released book from 2010. The concept behind the book was that “there is a type of leader called Multipliers, who saw, used, and grew the intelligence of others, while other leaders called Diminishers, shut down the smarts of those around them.” There is probably a bit of this concept playing out in every business in America today, and the result is a waste of intellectual capital. This waste of intellectual capital can be viewed in terms of productivity, intellectual growth, and overall manpower hours. The bottom line is that employees suffer because they don’t work to their full potential, leaders suffer because they don’t empower their employees or inspire them, and businesses suffer because they only witness a percentage of work product by their employees – not 100%.

“Some leaders seem to drain intelligence and capability out of the people around them. Their focus on their own intelligence and their resolve to be the smartest person in the room had a diminishing effect on everyone else. For them to look smart, everyone else had to look dumb…In countless settings, these leaders were idea killers and energy destroyers.”

“Other leaders used their intelligence as a tool rather than a weapon. They applied their intelligence to amplify the smarts and capability of people around them. People got smarter and better in their presence. Ideas grew, challenges were surmounted, hard problems were solved.  When these leaders walked into a room, lightbulbs started switching on over people’s heads…These leaders seemed to make everyone around them better and more capable. These leaders weren’t just intelligent themselves – they were intelligence Multipliers. Perhaps these leaders understood that the person sitting at the apex of the intelligence hierarchy is the genius maker, not the genius.”

Wiseman explained the five disciplines of Multipliers:
[1] The Talent Magnet: Attracts talented people and uses them at their highest point of contribution.
[2] The Liberator: Creates an intense environment that requires people’s best thinking and work.
[3] The Challenger: Defines an opportunity that causes people to stretch.
[4] The Debate Maker: Drives sound decisions through rigorous debate.
[5] The Investor: Gives other people ownership for results and invests in their success.

If you know or work for someone who is a Diminisher, you can make a difference in the workplace by sharing the disciplines of Multipliers.

THE INSPIRATION CODE: HOW THE BEST LEADERS ENERGIZE PEOPLE EVERY DAY by Kristi Hedges
Who has inspired you? This is the question that author Kristi Hedges used as an icebreaker when making a keynote or presentation. Responses included first bosses, colleagues, parents, friends, teachers, politicians, members of the clergy, and more. Every time, though, it had the same result despite the fact that may people were in attendance because they had to be: excitement and passion.

Hedges thought more about the issue and wondered why this level of excitement was missing from many workplaces. “If we want to have inspired companies, then we need inspirational leaders. And that involves being the kind of leader who communicates in a way that creates the conditions for inspiration in others. It’s about making the right connection and letting the inspiration take off from there.”

Hedges offered the following settings for offering inspiration:
[1] One-to-one meetings.
[2] Group meetings: team meetings, status meetings, leadership meetings, and brainstorming meetings.
[3] Presentations.
[4] Networking.
[5] Difficult conversations.

Lastly, “People remember not what you said, but how you made them feel. If you can engage people in real, meaningful conversations that inspire them to think and do more, you’ll be making strong connections that endure…Capture conversations that would otherwise slip by, and use them to give a positive bounce. Make them zing, Inspire because you can. Inspiration can happen anytime, and anywhere, started by you. Be the spark.”

What business book would you recommend reading this summer? Please chime in and share.

Connect and follow these great authors on Twitter:
Blake Morgan: @BlakeMichelleM
Liz Wiseman: @LizWiseman
Kristi Hedges: @KristiHedges