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How to ponder the results of your MBTI personality test

The team sat around the table. It was an off-site to complete strategic planning for the next year. They were making almost no progress at all. I joined the group to brief my portion of the event. You could feel the tension in the air. Simply put, this team was not getting along, and that needed to change. I asked all the participants to complete the MBTI assessment before the event. I recommended that each of them ponder their results. My role was to share the overall team profile and address common questions about the MBTI personality test.

Monitor team tension when you are the leader.

I am not an MBTI expert and do not pretend to be one

All The Way Leadership! believes that the MBTI is one tool of several available that anyone can use to learn about who you are. The 16 personalities web site provides a survey to help you determine your MBTI. It also includes a detailed report regarding your results. I recommend this site as an easy way to identify your MBTI. I am not an MBTI expert and do not pretend to be one. If you want to go deep into your MBTI find someone who is. Instead, I recommend that everyone complete the MBTI for self-awareness. All The Way Leadership! also views the MBTI as a filter for analyzing team dynamics. In the case I described above, their results made it clear that the team was experiencing several strong personality clashes.

Most teams include different personalities which may create conflict

I showed the team their combined results using a graphic similar to the one shown below. It arrays the overall results of the team. I did not identify anyone by name. Instead, I simply used a smiley face icon to represent each member. We discussed the fact that the team included several divergent personality types. It is rare that you will see a team where all the team members have the same personality type. The most interesting fact for this team was that several of them were on different ends of the spectrum. The graphic makes that point clear. It is not unusual for a team like this one to experience tension across the group.

Notice the wide range of MBTI results of this one team.

It is important that leaders ponder their team’s overall results

I shared the good news first – groupthink was not going to be an issue. Next came the tough love – the team was not getting along because of who they were as people. The hard part is that you cannot change your personality. You are who you are. Instead, the team would need to deal with the tension directly. That sounds easy – it’s not. The team leader knew challenges lay ahead for the team. I finished the talk by answering questions that come up about the MBTI. The three most common are found below.

MBTI question #1- Is there a preferred personality type for strong leaders?

Really good news – no. All The Way Leadership! belives that anyone can become a strong leader. There is no single personality type that is the right one for leaders. Also, the idea of natural-born leaders is flawed. Some people may have more of a propensity to lead, but no one is born with the innate ability to lead better than others. Leadership is learned. If you look at the best leaders you will notice many different personality types, so don’t worry about your MBTI. You are who you are, and you can become an effective leader.

MBTI question #2 – What do I do if I am an introvert?

Even better news – don’t panic if you are an introvert. All The Way Leadership! believes that introverts can become strong leaders. Some people say that the most effective leaders are extroverts. They are wrong. Many of the best leaders are introverts. Sure – you need to work with people to be an effective leader. But, introversion does not mean that you do not like people. Instead, you get your energy in a different way than extroverts. The excellent TED talk by Susan Cain below goes into much more detail about introverts. BTW – I am an introvert.

Susan Cain’s TED talk has over 10 million views.

MBTI question #3 – What if I am dominant and overly task-focused?

Unfortunately, the answer to this question is tough. Some people can be intensely dominant and overly task-focused. In other words – they focus solely on getting the work done…at all costs. People’s feelings and team morale are always secondary to the task at hand. They may achieve amazing results but tend to burn out their teams in the process. If that is you – be careful! Some situations require leaders who possess a driven personality type (e.g., ENTJ, aka the commander). The leader must drive the team hard. However, over the long-term, people matter. You better take care of your team if you want to be an effective leader. Otherwise, they will leave you, and find a leader who does care about them as much as the mission.

No one enjoys working for a drill sergeant.

What if I retook the test and have different results than before?

Several people I know received a different MBTI result when taking the test again. What should you do if this happens? I recommend going with the latest test result. I worked with summer interns for several years. After they joined the workforce and retook the test their results varied. It makes sense that you may see some changes when you are young. For more seasoned leaders, your results may change because you are right on the edge in one of the categories. For example, I was an extrovert the first time. More recently I scored as an introvert. I completed the Step II MBTI test. It provides more details for each facet. I recommend this version for veteran leaders. The reality is that I score in the middle between introvert and extrovert.

Your MBTI scores are comprised of multiple facets.

Take the time to ponder your MBTI results

It is vitally important that leaders understand themselves. The MBTI is a useful tool for gaining insight into who you are. All The Way Leadership! also recommends the MBTI as a way to analyze team member personalities and diagnose dynamics. In the next post, I will discuss some tactical tips and lessons learned about this topic.

Knowing yourself is the beginning of all wisdom.
Aristotle

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I hope you join me on this journey to raise up the next generation of leaders. The world is in desperate need of more great leaders. Women and men who lead with confidence, clarity, and creativity. It’s time to become the leader that your world needs. Let’s go All The Way!

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Who do you see when you look into the mirror?

Have you ever worked for a leader who was in the wrong role? In some situations, a leader lacks the skills and experience for the role. At other times it a personality mismatch. The leader is the wrong person for the job because of who he is. For example, I worked for one leader who was not a people person, at all. He knew it, I knew it, everyone knew it. The organization put this leader in charge of people-related activities. He floundered, and the organization suffered while this leader struggled. As you might imagine – it was painful for everyone involved.

Low morale is a direct result of poor leadership - it will infect the organization — Team morale will suffer if the leader is the wrong person.

It is tough working for a leader with the wrong personality

Another time I worked for a leader who was a complete disaster. My army unit was deployed and our commander was fired for a lack of judgment in personal matters. That is a nice way of saying he was sleeping with one of his subordinates. A horrific mistake for any leader to make. The unit went into complete turmoil as a result of the poor personal decisions this commander made. His wife did not deal well with the news.

Lance Armstrong confesses to Oprah that he cheated to win. — It is hard for a leader to recover from serious personal problems.

The leader who replaced him was well suited for the job

Shortly after a new commander was sent to lead our unit. This commander arrived and immediately went about the task of restoring morale to the organization. She was a people person. She visited everyone in our unit and let them know everything was going to be okay. Troops listened to her and trusted her. Morale improved rapidly. I watched in wonder as she turned around a bad situation in less than 90 days. It was a pleasure working for a leader with the perfect personality type for the situation.

Real leadership is being the person others will gladly and confidently follow.
John Maxwell

A novel framework for new leaders

All The Way Leadership! created a novel framework for new leaders. Fundamentally this framework communicates that it is vital for you to possess integrated integrity as a new leader. Having individual integrated integrity means that ‘who you are’ aligns with ‘what you say’ and ‘what you do’. If you do not demonstrate individual integrated integrity your team will not trust you, and your impact as a leader will be limited. We will start by discussing the all-important topic of knowing ‘who you are’.

All The Way Leadership! Individual Integrated Integrity Framework. ©2019

Three key components comprise ‘who you are’

All The Way Leadership! believes it is important for every leader to know ‘who you are’…really. Who you are as a leader is comprised mainly of three key components – your personality, your strengths/weaknesses, and your expertise. Figuring out your personality is the topic of this blog. It is not difficult to do. Your strengths/weaknesses and expertise as a leader will be addressed in future posts. For now, let’s focus on who do you see when you look in the mirror. What type of person are you?

Who do you see when you look into the mirror?

A tool to discover your personality

It is important that you truly understand ‘who you are’ as a leader. Not who others think you are, but who you really are. What is your personality? How are you wired? I am a big fan of diagnostic tools. They are a great source of data for personal growth. When it comes to personality tests the Myers-Briggs Type Indicator (MBTI) is an excellent starting point. There are other tools available, but I recommend the MBTI first. This website (https://www.16personalities.com/free-personality-test) allows you to identify your MBTI for free. The site also provides a detailed description of each personality type. It is well worth reading through your results.

There are 16 MBTI personality types. This chart shows them all.

Why All The Way Leadership! recommends this personality test

All The Way Leadership! recommends that all leaders take the MBTI test so that you know your personality type. Some people do not know their MBTI. I did not know mine until much later in life. The earlier you identify your MBTI the better. This data point provides insight into your personality. It helps you understand what makes you tick. How you respond to certain situations. Now that you know your MBTI, spend some time reading about it. Learn more about yourself. It will help you in many ways as a leader.

Some personality types are rare like ENTJ.

Why knowing your MBTI matters

Understanding your personality can help make you more successful in many situations. Make the most of these insights. Just so it is clear – I am not saying that your MBTI is 100% accurate. After all, we are all unique. The entire human population cannot be placed into 16 specific categories. Rather All The Way Leadership! believes the MBTI helps provide you a fundamental understanding of your personality. If you want to be an effective leader, you must first know who you are.

The most difficult thing in life is to know yourself.
Thales

What about you?

Do you know ‘who you are’ as a leader? Have you taken the MBTI personality test and reviewed the results. If not, then take the test and leverage the findings. If so, you will enjoy the next few blogs. We are going to explore how to leverage the MBTI as a leader to include points to ponder, tactical tips and lessons learned about this topic.

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Another trusted perspective from Dwight Eisenhower on how to define leadership

Last week I shared a trusted perspective on how to define leadership. It focused on Colin Powell. This week I will share another aspect of leadership from a well-known and trusted leader, General Dwight Eisenhower. By adding his views we start to appreciate both the complexity and components that comprise leadership.

Who was General Dwight D. Eisenhower?

General Dwight D. Eisenhower was a great US Army General. According to Wikipedia, Eisenhower was an American Army general and statesman who served as the 34th President of the United States from 1953 to 1961. During World War II, he was a five-star general in the United States Army and served as Supreme Commander of the Allied Expeditionary Forces in Europe. He was responsible for planning and supervising the invasion of North Africa in Operation Torch in 1942–43 and the successful invasion of France and Germany in 1944–45 from the Western Front.

Portrait of General Dwight D. Eisenhower from 1947.

What did Eisenhower accomplish as a leader?

If you think Colin Powell’s resume is long, then you will be even more impressed with Eisenhower’s. He was highly successful in both the military and as a civilian. Below are five major accomplishments he achieved while in leadership positions. The list goes on, but you get the picture. “Ike” was one of the best leaders the US has ever seen. Perfect – no. Effective – yes.

Eisenhower led the Allied Forces to victory in World War II. His Army defeated Hitler.
He was one of only a few to ever earn five stars as a General in the US military.
He served as the 34th President of the United States from 1953 to 1961. Ike reached the highest political office in the US.
Eisenhower ended the Korean War. He leveraged US military might to achieve peace.
Eisenhower championed the formation of the Interstate Highway System. A key element to major US economic expansion.

Presidential portrait of Dwight D. Eisenhower.

How did Dwight Eisenhower view leadership?

Like Colin Powell, General Eisenhower demonstrated a pragmatic view of leadership. Eisenhower was known for his somewhat quiet and understated leadership style. According to this Forbes article, Eisenhower had a paperweight prominently displayed on his desk in the Oval Office with a Latin inscription meaning “gently in manner, strong in deed.” Eisenhower shared many thoughts about leadership. The quote below from him is one of my favorites.

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.
General Dwight D. Eisenhower

Eisenhower believed a leader’s behavior is critical

Many underestimated Eisenhower’s leadership abilities. During World War II he was surrounded by leaders who were much bolder and gregarious. Generals like Patton, MacArthur, and Montgomery seemed to seek the limelight while Eisenhower spent his time preparing for the next battle and visiting the troops. Once he commented on why he avoided the more abrasive leadership style of other Generals.

“You don’t lead by beating people over the head; that’s assault, not leadership.”
General Dwight D. Eisenhower

Famous photo of Eisenhower visiting paratroopers before D-day invasion. — A famous photo of Eisenhower visiting paratroopers before D-day invasion.

Eisenhower’s leadership view is correct

All The Way Leadership! agrees with Eisenhower. Your integrity as a leader is hugely important. If you lack integrity your team will not follow you. It is that simple. How you behave as a leader also factors into your effectiveness. It is difficult for anyone to follow a leader who behaves poorly. Don’t be that kind of leader. Instead, lead with integrity.

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A trusted perspective from Colin Powell on how to define leadership

Earlier this year I wrote about the best definitions of leadership. It focused on John Maxwell and Peter Drucker’s definitions. This week I will share an insightful idea from a well-known and trusted leader, General Colin Powell. By adding his perspective I continue to identify the components that comprise leadership.

Who is General Colin Powell?

General Colin Powell was one of the greatest US Army Generals in the last century. According to Wikipedia Powell was a professional soldier for 35 years. He held a myriad of command and staff positions and rose to the rank of 4-star General. Powell completed multiple combat tours in the Vietnam War. General Powell served as National Security Advisor (1987–1989), as Commander of the U.S. Army Forces Command (1989) and as Chairman of the Joint Chiefs of Staff (1989–1993), holding the latter position during the Persian Gulf War.

Army Gen. Norman H. Schwarzkopf consults with then-Chairman of the Joint Chiefs of Staff Gen. Colin Powell during Desert Shield and Operation Desert Storm. Two great modern American Generals. (U.S. Air Force photo/Tech. Sgt. H. H. Deffner)

General Powell is a pioneer

Powell was the first, and so far the only, African American to serve on the Joint Chiefs of Staff. He was the 65th United States Secretary of State, serving under U.S. President George W. Bush from 2001 to 2005, the first African American to serve in that position. His resume as a leader is impressive. I trust his leadership perspective.

Colin Powell was the first African-American Secretary of State. (AP Photo)

What did General Powell accomplish as a leader?

The list of General Powell’s accomplishments as a leader is too long for this blog. For his service, General Powell received numerous U.S. and foreign military awards and decorations. Powell’s civilian awards include two Presidential Medal of Freedom, the President’s Citizens Medal, the Congressional Gold Medal, and the Secretary of State Distinguished Service Medal. General Powell also wrote multiple books. I read two of them (My American Journey, It Worked for Me: Lessons in Leadership and Life). I highly recommend both.

My copy of Colin Powell’s autobiography.

How does Colin Powell view leadership?

In his books, Colin Powell describes a practical view of leadership. I trust his judgment. He has more experience than most leaders. His track record speaks for itself. General Powell was highly successful in numerous leadership roles. My favorite leadership quote by Colin Powell is below. It describes the specific actions that leaders should focus on to be successful.

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.
General Colin Powell

Powell and Drucker both believe what you do matters

General Powell’s leadership perspective is similar to Peter Drucker’s. According to both of them what you do as a leader is important. Powell points out that you must be able to take care of your people and solve their problems. Otherwise, they will stop following you. In other words, competency counts and actions speak louder than words.

Solving problems is a leaders job. — Solving problems is a leader’s job.

Powell’s leadership view is accurate

You demonstrate leadership skills by solving problems. If you cannot, then why are you in charge. Also, it is one thing to tell your team members you care about them. It is another thing to actually solve their problems. If you do one without the other you are failing as a leader. We all probably know at least one leader who talked a big game, but never followed it up with actions. Don’t be that kind of leader.

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How to master your craft – three leadership lessons learned in the 82nd

This week we celebrate the 75th anniversary of D-Day. Despite many challenges the Allied invasion was successful and turned the tide of WWII. Thousands of brave men participated in this operation to include multiple US Army Airborne Divisions. Paratroopers actually jumped into France the day before D-day to secure critical roads, bridges, and other strategic objectives. Their bravery, valor, and courage contributed greatly to the success of the invasion. The 82nd was one of those units.

US Paratroopers before they boarded the planes for D-Day invasion.

All The Way Leadership! lineage is from the 82nd

My leadership lineage began at Fort Bragg North Carolina. The Army assigned me as a brand new Army Infantry Officer in the 82nd Airborne Division. My job title was rifle platoon leader, and one of my roles was serving as a Jumpmaster. A Jumpmaster’s job is to make sure all the paratroopers aboard the planes exit the aircraft safely so that they can land and complete their assigned mission. Jumpmasters play a critical role in every airborne operation. It is expected that all leaders in the 82nd become Jumpmaster qualified, and serve in that role. I learned a lot as a Jumpmaster. Below are the top three leadership lessons learned in the 82nd.

The unit patch of the 82nd All-American Airborne Division. — Only the best can serve as leaders in the 82nd Airborne Division.

1. You must master your craft

The title Jumpmaster says it all. You are expected to become a master parachutist. Jumpmasters are required to complete intense special training to earn the title. The training includes multiple hands-on tests during which you have to clearly demonstrate you know your stuff. I remember being extremely nervous before one of my exams because so many students did not pass it. Once you complete that training, you are required to serve as a Jumpmaster on a regular basis so that your skills stay current.

Student completing JMPI test while blackhat instructor grades. — A student completing a hands-on test while blackhat instructor grades. This test is difficult.

You will get better over time

As they mature, Jumpmasters become experts in airborne operations. They usually earn special awards (e.g., the Senior Parachutist Badge) to recognize their expertise and experience. It is important that you master your craft over time. Become the best that you can at whatever it is you decide to do. Don’t be satisfied with just getting by. As a leader, you are expected to be an expert. Don’t let your team down. They deserve a leader who knows what she is doing.

The Master Parachutist badge is a sign of a true airborne expert.

2. Realistic rehearsals enhance execution

Before every airborne operation Jumpmasters walk everyone that is jumping that day through several realistic rehearsals. The first rehearsal takes the paratroopers through the steps involved when jumping. As the Jumpmaster talks, the paratroopers simulate exactly what will happen to them during the jump. The rehearsal also covers things that could happen such as your parachute does not open, or you have to land in the trees. In case you are wondering – tree landings are scary. Next, everyone practices landing…BTW it usually hurts when you land. Sometimes a lot.

Dirt flies off a paratroopers boots as he finishes a practice parachute landing fall with other paratroopers of 1st Brigade, 82nd Airborne Division
(U.S. Army photo by Spc. Michael J. MacLeod, 1/82 AAB, USD-C)

Rehearse the details as much as possible

After that, all jumpers practice “actions in the aircraft” as a group. During this step, you rehearse in detail everything that happens in the air on the ground. The reality is that everyone has jumped before. You are not teaching anything new. Rather, you are practicing so that every jumper knows exactly what they are supposed to do once you get in the air. No one wants any surprises in the aircraft. If there are issues during rehearsal it will only get worse in the plane.

Members of the 82 Airborne Division conduct pre-jump rehearsals.

Be prepared for when things go wrong

I have jumped over 50 times, and I can tell you that all these rehearsals work well to enhance execution. On more than one occasion something went wrong in the aircraft, or during the jump. For one operation the Air Force pilots flew along the edge of the drop zone thinking that the wind would blow us over the target. It didn’t. In fact, the opposite happened. Every jumper was forced to land in the trees. After exiting the aircraft, I gave the pilots a middle finger salute thanking them for their incompetence and then executed all the steps required for a successful tree landing. That one hurt.

Paratroopers practice landing to get ready for the real thing. (U.S. Air Force photo/Alejandro Pena) — Paratroopers practice landing to prepare for the real thing. (U.S. Air Force photo/Alejandro Pena)

Realistic rehearsals are key to success

I recommend that you use realistic rehearsals to enhance execution with your team, especially before major events. Practice every step as realistically as you can. It will pay dividends. I know from my own experience that rehearsing before any presentation is a really good idea. It prevents gremlins from showing up. If there is one key lesson the 82nd Airborne Division learned on D-Day it is that things never go as planned.

Pvt. John Steele, an 82nd Airborne Division soldier got caught on a church steeple when he jumped on D-Day. He played dead for hours but eventually was taken prisoner by the Germans. He later escaped and continued to fight in the war.

3. Leadership confidence calms fears

Jumpmasters are trained to be calm at all times in the aircraft. Your job is to set an example for the paratroopers to follow. Jumping out of a perfectly good plane at 800 feet with over 50 pounds of equipment, usually at night, is not a natural act. In case that does not scare you – every piece of equipment used in the operation, to include the plane, was built by the lowest bidder. It makes perfect sense for everyone to have fear and/or anxiety as you prepare to jump. I know that I was nervous during every jump I ever made. Anyone who tells you otherwise is either lying or crazy.

Jumpmaster giving commands to paratroopers before the door is opened.

Rituals help with anxious moments

To counter this fear, the Jumpmasters guide the paratroopers through a series of steps using loud and clear commands. The way it works is that the Jumpmaster yells the commands to all the jumpers along with a visual signal. The paratroopers all echo back the command indicating they heard it and then perform the action. These steps are completed so that everyone is ready to jump when the doors open. Once the doors open, the Jumpmaster inspects it and gets the first jumper ready. The pilot will turn on the green light and everyone exits the aircraft. It sounds simple, but it can be scary. Reality definitely hits you when the doors open and the light turns green. No time for fear at that point.

A jumpmaster checking to make sure everything is in order for the paratroopers.

An effective leader knows how to control his fear

The final lesson to learn from this old Jumpmaster is that it is okay to have fear. What you do with that fear is important. If you master your craft and conduct realistic rehearsals, then you will have the confidence needed to overcome any fear. You will be able to jump when the time comes. If you neglect these lessons then do not be surprised if you are scared when it matters most. Instead of being at the top of your game, you will be worried about anything and everything possible going wrong. Your team will sense your fear and perhaps respond likewise, which is bad for everyone. Avoid that scenario. Do your part as the leader. Control your fear.

https://www.youtube.com/watch?v=SfNq4fxVdgg

For anyone who is not familiar with airborne operations – this video is a nice summary.

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If you only have a minute, try this one. It is about Jumpmasters.

Two trusted perspectives on the definition of leadership

Last week I wrote about the best definition of leadership. It focused on John Maxwell and Peter Drucker’s definition of leadership. This week I will share perspectives from two famous US Army Generals – Colin Powell and Dwight Eisenhower. By putting all these pieces together I think we start to appreciate both the complexity and components that comprise leadership.

Who is General Colin Powell?

General Powell is a pioneer

What did General Powell accomplish as a leader?

The list of General Powell’s accomplishments as a leader is too long for this blog. For his service, General Powell received numerous U.S. and foreign military awards and decorations. Powell’s civilian awards include two Presidential Medal of Freedom, the President’s Citizens Medal, the Congressional Gold Medal, and the Secretary of State Distinguished Service Medal. The photo below shows his numerous military awards to include the US Army Ranger tab. In case that was not enough, General Powell has also written multiple books. I have read two of them (My American Journey, It Worked for Me: Lessons in Leadership and Life). I highly recommend both.

What is Colin Powell’s definition of leadership?

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.
General Colin Powell

Powell and Drucker both believe what you do matters

General Powell’s leadership definition is similar to Peter Drucker’s. According to both of them what you do as a leader is important. Powell points out that you must be able to take care of your people and solve their problems. Otherwise, they will stop following you. In other words, competency counts and actions speak louder than words.

You demonstrate leadership skills by solving problems

If you cannot, then why are you in charge. Also, it is one thing to tell your team members you care about them. It is another thing to actually solve their problems. If you do one without the other you are failing as a leader. We all probably know at least one leader who talked a big game, but never followed it up with actions. Don’t be that kind of leader. Remember Powell’s definition of leadership when you are in charge.

Who was General Dwight D. Eisenhower?

General Dwight D. Eisenhower was a great US Army General. According to Wikipedia Eisenhower was an American Army general and statesman who served as the 34th President of the United States from 1953 to 1961. During World War II, he was a five-star general in the United States Army and served as Supreme Commander of the Allied Expeditionary Forces in Europe. He was responsible for planning and supervising the invasion of North Africa in Operation Torch in 1942–43 and the successful invasion of France and Germany in 1944–45 from the Western Front.

What did Eisenhower accomplish as a leader?

If you think Colin Powell’s resume is impressive, then you will be even more impressed with Eisenhower’s. He was highly successful in both the military and as a civilian. Below are five major accomplishments he achieved while in leadership positions. The list goes on, but you get the picture. “Ike” was one of the best leaders the US has ever seen. Perfect – no. Effective – yes.

Eisenhower led the Allied Forces to victory in World War II. His Army defeated Hitler.
He was one of only a few to ever earn five stars as a General in the US military.
Eisenhower served as the 34th President of the United States from 1953 to 1961. He reached the highest political office in the US.
Eisenhower ended the Korean War. He leveraged US military might to achieve peace.
Eisenhower championed the formation of the Interstate Highway System. A key element to major US economic expansion.

What is Dwight Eisenhower’s definition of leadership?

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.
General Dwight D. Eisenhower

Eisenhower’s definition focuses on a leader’s behavior

“You don’t lead by beating people over the head; that’s assault, not leadership.”
General Dwight D. Eisenhower

Eisenhower’s leadership definition is correct

ATW! is designed to make you a better leader

All The Way Leadership!

Why the Uncommon Leadership Model is the better way

High-performing organizations understand that effective leadership is critical for success. Yes – management happens every day. Leadership is more important. John Maxwell, a leadership guru, likes to say, “everything rises and falls on leadership.” Last week I described the corporate culture created when an organization focuses on management more than leadership. I called this organization viewpoint the Common Management Model. This week I will provide a different view. I call it the Uncommon Leadership Model.

Organizations that emphasize leadership build better culture. — The Uncommon Leadership Model – leadership is emphasized more than management.

Leadership is emphasized – you see it and hear it

The first thing to notice about the Uncommon Leadership Model is the structure. It is not the classic pyramid that many organizations use to task organize. Rather it is an inverted pyramid. It turns the Common Management Model on its head. In an organization that thinks this way, leaders talk about their purpose – why their organization exists. Their mission statement is clear – what are they trying to do? You do not climb to the top of the ladder by managing more resources. Instead, you receive more leadership responsibility as your leadership abilities grow.

I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.
Alexander the Great

Leaders are expected to increase their impact over time

Leaders accomplish the mission and produce results. Their impact grows over time. As a leader’s ability grows so does her career. Below is a short description of the levels in the Uncommon Leadership Level starting from the bottom. Please note that the numbers included are representative – they will vary by organization. For example, in the military, the numbers are much larger. In a start-up company, the numbers will likely be less.

Levels in the Uncommon Leadership Model

Leader – the first line of leadership. You are a team leader. Usually responsible for leading a team of 10 or fewer members. It is vital you learn the fundamentals of leadership before progressing to the next level.
Senior Leader – the next level of leadership. You are a leader of leaders. Usually responsible for a team of teams (3-5 teams) that are led by leaders. Typical responsibility includes 30-50 people. It is important you understand how to lead via your leaders. Otherwise, you will struggle at this level and may drive the people who work for you crazy.
Executive Leader – the first level of executive leadership. You are a leader of senior leaders (3 to 5 senior leaders). Your team includes many teams, multiple levels, and more complexity. Typical responsibility includes 100-150 people. Your ability to directly affect performance continues to diminish. At this level, you must be able to lead your senior leaders effectively.
Senior Executive Leader – the next level of executive leadership. At this point, you are a leader of executive leaders (3 to 5 executive leaders). Your team is big – many levels, many leaders, many teams. Typical responsibility includes 300-500 or more people. At this point in your career, you have reached rarified air and face huge expectations. You must be able to effectively lead executive leaders.
The top of the pyramid. Some organizations offer higher levels of leadership with even more responsibility. I will not include any more levels. I do not feel qualified to help leaders at these levels. If you achieve this level and need help – hire an executive coach. It is worth the investment.

The focus is on producing better results

In the Uncommon Leadership Model results matter more than resources. Your value in the organization is not measured by how many resources you have, but by the results you deliver. As a leader, you may be asked to do more with less. Greater responsibility may not equate to more resources. More management may not work in this model. Leaders focus on making things happen, not just keeping the trains running. An organization that follows this model is never satisfied with the status quo. Leaders are always looking for a better way.

Leaders are always looking for a better way.

The uncommon leadership model cultivates a healthy culture

Helping others grow is important. If you are going to succeed as a senior leader it is important that you help your leaders become more effective. You are incentivized to make them successful, not just yourself. The same is true for executive and senior executive leaders. You help yourself by helping others grow. High performers tend to thrive in this type of organization. They enjoy the constant challenge to produce better results. This focus on leadership can create a healthy culture distinguished by three characteristics.

1. Collaboration is expected in the uncommon Leadership Model

Working together across the organization is the norm. An effective leader knows when to seek help from others. Rather than limit the ideas to her own team the leader will collaborate with others and identify the best approach to accomplish the mission. I saw this characteristic firsthand when serving in the military. We worked with rival units, other branches, various services, and even different countries to accomplish the mission. The best example comes from my time spent in Bosnia. The Russians were even part of our team. Their relationships with the Serbs were critical for making the peacekeeping operations successful. Bosnia would not be where it is today as a nation without the help of the Russians, and many other countries.

The US worked with Russia during Bosnian peacekeeping operations.

2. Innovation is promoted

Effective leaders understand that innovation is critical for survival in today’s hyper-competitive business environment. If you fail to innovate your company may not exist in the future. Think of all the companies that failed to innovate and are no longer here. Amazon continues to crush competitors through innovation. In the Uncommon Leadership Model leaders always look for a better way to accomplish the mission. After action reviews are completed to identify best practices (approaches that work), and lessons learned (things that went wrong). The organization learns from its mistakes and identifies new approaches to avoid repeated mistakes.

Innovation is necessary to survive in today's business environment. — Innovation is necessary to outpace your competition in today’s business environment.

3. Empowerment is encouraged in the Uncommon Leadership Model

No one allows micromanagement. Good leaders empower their people without telling them what to do all the time. Seasoned senior leaders trust their leaders. They train their leaders so that they need minimum supervision. Good executive leaders assign responsibility to their senior leaders so that they feel empowered to make it happen. Great senior executive leaders delegate the appropriate level of decision-making authority to their leaders so that they do not require unnecessary oversight.

The Uncommon Leadership Model is the better way

All the Way Leadership! believes that the Uncommon Leadership Model is the better way to run your organization. Next week I will explain in more detail why. Strive to be different, to be better. You can do it, and we are here to help you make it happen.

ATW! will make you a better leader

I hope you join me on this journey to raise the next generation of leaders. The world is in desperate need of more great leaders. Women and men who lead with confidence, clarity, and creativity. It’s time to become the leader that your world needs. Let’s go All The Way!

All The Way Leadership!

Why the Common Management Model does not work

I worked as a manager and a leader in multiple organizations for more than twenty-five years. I served as an Officer in the United States military and taught at a top-ranked university. Currently, I work for a leading management consulting company in the private industry. Over the past decade, I provided consulting services to many clients who work for the US government. Three things I have noticed working across all these different organizations. First, each one of them is unique. They have a specific mission, a way of doing business, and corporate culture. Second, they all task organize in different ways to accomplish their mission. No organization looks exactly like another. The same is true of companies across the world. Third, they all struggle to deliver results on a regular basis. High performance is not the norm. Why is that? The common management model does not work.

Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
John Kotter

Many organizations focus too much on management

As John Kotter’s quote points out, most organizations are over-managed and under-led. In the upper ranks, management rules over leadership. When the focus is management a predictable corporate culture is created. It is based on what I am calling the Common Management Model (shown below). In this blog, I will describe this organizational viewpoint and the culture it creates.

Many organizations emphasize management more than leadership. It is a mistake. — The Common Management Model – organizations emphasize management more than leadership.

You climb to the top by managing more

The way you advance your career in the Common Management Model is simple – manage more. First, you start as a supervisor, someone who observes and directs the work of others. Simply make sure the work gets done. Next, you become a manager. Someone who manages supervisors. If you don’t screw up you eventually become a senior manager. During this phase, it is most important that you keep the trains running on time. If you last long enough and avoid train wrecks, you become an executive. Hopefully, by then you get a nice parking spot. You are going to need it because the majority of your time will be spent in meetings with your senior managers…making sure they keep their trains running on time.

Is the goal of your career is more than a reserved parking space? — Is the main goal of your career a reserved parking space?

Managers focus on their own numbers

In the Common Management Model, your value to the organization is measured in two ways. First – how many people work for you. Second – how much budget responsibility you have. These measures drive management behavior and corporate culture. If you want to “climb the ladder” it is vital that you find ways to get more people and more budget resources. The bigger your organization, the larger your budget, the more important you become. What you actually deliver is a by-product, typically placed on the back burner.

More is always better in the Common Management Model. — More is better in the Common Management Model.

This model creates an unhealthy culture

The way managers talk about their work is revealing. Ask one of them what they do and you will hear about the scope of their role, not the impact they create, or the results they deliver. For example, “I have 25 people working for me and I am responsible for an annual budget of $10M”. I made up the numbers. They don’t really matter other than more is better. This obsession with management can create an unhealthy culture distinguished by three characteristics.

1. Collaboration is limited

In the Common Management Model managers are not incentivized to collaborate. Rather than work together, managers stay in their own lane and play it safe. Think about it. If my goal is to get more people and more money, then why would I help others. Sure – I am going to be nice, and lend a helping hand every now and then. But, I am unlikely to help you in a meaningful way, to truly collaborate, unless it helps me. After all, if your team does not perform well, then I can make the case to senior management that your resources should be redirected my way. A turf war will ensue. If you think this does not happen. It does. I have witnessed too many of these battles over the years. They are petty and a distraction from getting the mission accomplished.

Collaboration is critical for putting the pieces together.

2. Innovation is stifled

It is difficult for an organization to innovate without collaboration. The more big brains you have trying to solve a problem, the better off you will be. If managers lack the incentive to collaborate (as described above), it is doubtful their team members will fill the void. Innovation is all about new ideas, creative solutions, and better ways of doing business. Sometimes innovation requires new thinking. Other times you simply need the right person to identify some tweaks for improving a process. Either way, the best method for innovation is through consistent collaboration. It is challenging to have one without the other. Without collaboration, teams become limited to their own thinking. Let’s face it – if no one on the team knows a better way forward, then the status quo will prevail. Keep doing the same old same old.

Consistent collaboration is critical for innovation.

3. Micromanagement is encouraged

In the Common Management Model micromanagement becomes commonplace. If more management is good, then micromanaging your team is the best method for moving up the ladder. Ask your team for constant status, watch their every move, and do everything you can to make sure it is not your fault when the trains are late one day. Am I overstating this observation? I am. But, I have witnessed micromanagement in spades over the past decade. In fact, some organizations reward their micromanagers with more responsibility.

High performing team members don't need to be micromanaged. — High performing team members don’t need to be micromanaged.

This model affects performance

The common management model avoids pushing teams toward high performance. Rather take it easy. Take it slow. Manage every step in the process. Monitor as much as you can. The good news for micromanagers is that you will rarely be surprised. The bad news is that performance suffers, and your team will come to dislike their work. No one I know wants to be micromanaged. It goes against human nature to want to be told what to do all the time.

No one wants a Drill Sergeant for a boss.

Leadership is the solution

All the Way Leadership! believes that there is a better path to take. A different model to follow. Next week I will talk about a different organization view. One that focuses more on leadership. Just so that I am clear – management in itself is not bad. It is necessary. It is important that the trains run on time. But, I believe leadership is needed for sustained high performance. That is one of the reasons the company is called All The Way Leadership!, not All The Way Management.

Learning about management is not difficult

There are plenty of good books, courses, and certifications you can obtain that will make you an expert manager. Leadership, on the other hand, is more challenging. That is one of the reasons this company exists. To help you become a more effective leader. It will make a huge difference for you, your team, and the organizations you support.

ATW! is designed to make you a better leader

All The Way Leadership!

What happens when leaders demonstrate bad behavior?

2017 was a bad year for several leaders. 2018 and 2019 may have been even worse. I wrote this blog over a year ago. It is still as relevant today as it was then. No signs of real improvement yet. We need leaders to step up to the plate and deliver. Not break the rules and exhibit bad behavior until they get caught.

Google’s CEO had to deal with this mess caused by a former leader.

Leaders face high expectations and always will

Leaders are expected to deliver results without breaking the rules. We demand that senior leaders behave themselves. It is a reasonable demand. They are well compensated. Senior leaders handle a lot of responsibility. If they act inappropriately it could affect many, perhaps even the entire organization.

“To whom much is given, from him much is expected”.

Ignorance is a flimsy excuse for bad behavior

We witnessed numerous leaders getting into trouble in 2017 for bad behavior. It almost seems like an epidemic, especially for men. When you turn on the television there is another male leader explaining what happened and apologizing for it. Ignorance seems to be a common excuse. Only weak leaders avoid responsibility by claiming ignorance.

Inappropriate jokes impacted several national leaders.

Bad behavior is nothing new

I will argue that leaders doing things that should not be done is nothing new. People have been misbehaving since the dawn of time. We are all humans and leaders are no different. They face the same temptations as everyone else. The main difference is that the consequences of bad behavior are more severe for leaders. They should be.

A Congressman resigned after bad behavior was revealed.

Increased transparency is here

Let’s start with the good news. Increased transparency is here. It is easier these days to figure out if a leader is a bad apple. We live in a world full of digital dust that can be traced. What leaders say and do can be captured on cameras, microphones, and in emails. The idea of making remarks “off the record” is dated. Nowadays it is easy to record events. If you are a leader, remember that the microphone is always on when you are talking. Your company is most likely recording every keystroke you make. More than one leader fell from grace because they naively believed that no one would know what they were doing. They were wrong.

Leaders should know that the microphone is always on.

How to avoid bad behavior as a leader

As a leader, you may be asking yourself – what are the rules? Not an easy question. The rules, ethics, and norms vary across industries. The company I work for performs a lot of contract work for the US Federal Government, a highly regulated industry. The rulebook we play by is long and complicated. As you would expect we have a strict ethical code. Some leaders forget and/or ignore the rules and pay the price.

Another member of Congress resigned when his misdeeds were revealed. — Another member of Congress resigned when his misdeeds were discovered.

Do not lie, cheat, or steal

For example, I cannot offer a gift of any kind to the clients I support. Exchanging gifts with clients over the holiday season may not be a big deal in your company. If you work in the commercial sector, the rules will be different. If you work internationally you may be dealing with radically different cultural norms. I recommend keeping it simple. Do not lie, cheat, or steal. If you do, as a leader, you will pay the price at some point in time like the examples I will describe below. Take the higher road – totally worth it in the long run.

“Take the higher road and secure a stronger, more lasting victory”
Daniel Stewart

Do not lie to your customers

Over the past decade, several companies were caught lying to their customers. In 2017 Apple revealed they have been deliberately slowing down older iPhones without telling their customers. Many consider Apple as the leading technology company in the world. But, they have been hiding the truth. Their customers responded strongly when they learned the news. In response, Apple released a long (really long) explanation on their website. Now Apple is in the process of rebuilding trust with its customers. It is not good timing for them – sales of the latest iPhone are lower than expected.

Apple was forced to apologize after confirming it does slow down older iPhones — Apple was forced to apologize for slowing down older iPhones. Photo by Getty.

Cheating may come at great cost

In 2015 Volkswagen cheated on the emissions tests conducted by the Environmental Protection Agency (EPA) for VW diesel vehicles. Their CEO testified to Congress that they cheated on purpose to increase vehicle sales in the US. The fact that a German company cheated on a test designed to protect the environment was shocking. If you have ever visited Germany then you know how seriously they take protecting the environment. The cost to Volkswagen has been enormous – over $20 billion. If you cheat it is highly likely that you will get caught. It may come at a great cost to you and your organization. Don’t do it.

Volkswagen CEO testifies before Congress on the emissions cheating scandal.

Cheating may cost you everything

Lance Armstrong was a great champion. He won seven Tour de France titles – more than anyone. He was a hero to many, especially those fighting cancer. Lance survived cancer. He went on to raise millions of dollars for cancer research. He gave great speeches and made millions of dollars in the process. But, there was a problem. Signs of trouble surfaced in the early 2000s – questions raised by former teammates and colleagues. Lance attacked all of them, calling them liars, hitting them will huge lawsuits. Lance defended himself for years, and I believed him. Many did.

Lance Armstrong won seven Tour de France titles.

The truth finally came out

Lance was a cheater. After much pressure, he finally confessed the truth to Oprah Winfrey. He cheated to win and he lied for years. What did cheating cost Lance Armstrong – practically everything. He was stripped of all his Tour de France titles. Sponsors dropped Lance, costing him millions. Worst of all – Lance Armstrong is not allowed to race anymore. The one thing he truly loved is the one thing he cannot do anymore. Next time you think about cheating to win, remember Lance Armstrong.

Stealing is never acceptable

We all know that you should not steal anything from anyone. Yet – it still happens. I think it is rare that you will have to deal with an actual thief stealing property in your company. What is more likely to happen, and perhaps more sinister, is for someone to steal intellectual property (IP). As this article explains – some employees will steal IP when leaving your company. Stealing IP comes in multiple forms. Some people will print out documents. Others will swipe files using a flash drive. It is amazing how many documents one can save on a cheap flash drive.

Companies can look for bad behavior

Most companies monitor employee digital activities. It is pretty easy to tell if someone is up to no good. I work for one of the best consulting companies in the world. I am sad to say that I know of several examples when companies caught employees stealing IP on their way out the door. The reality is that it can happen to any company. Don’t let it happen to yours.

It is not difficult to steal all the flies off a laptop with a flash drive.

Holding ourselves accountable by avoiding any bad behavior

It is important as a leader that you hold yourself accountable, and also those who work for you. Based on the examples I described above I highly recommend you avoid lying, cheating, or stealing at all costs. Do not tolerate these behaviors in your organization either. The price you pay is big. Take the high road instead. It is worth it in the end.

ATW! is designed to make you a better leader

All The Way Leadership!

What happens when leaders press the easy button?

Today’s leaders are under a lot of pressure to get results and get them quickly. Strong performance is expected. Let’s face it – winning in the modern highly competitive world is difficult. If you do not achieve success, then you may not last long in your position. That sounds harsh, but it is the reality. New leaders will be brought in to get the job done that is left unfinished by their predecessors. Hitting the easy button is tempting. I am a senior leader and work for one of the best companies in the country. I know first hand the type of pressure that leaders feel. We are expected to succeed. Everyone receives an annual growth target. No one gets a pass, no matter what the market conditions look like. No excuses – get the job done!

Leaders are expected to succeed

As a leader, you probably face the same expectations. But we all know success does not come easy. No – you will be tested at some point. How leaders deal with this test varies. Some thrive on the competition while others struggle to survive. Over the past few years, I have noticed several leadership trends that are becoming more prevalent these days. Some trends are positive like more diversity in senior leadership positions. While others are troubling. For the next few weeks, I will talk about a few troubling trends that I see related to leaders dealing with high-performance expectations and the potential impact they are having on society.

“Blessed is he who expects nothing, for he shall never be disappointed.”
– Alexander Pope

Leadership challenges are complex

The challenges that many leaders face are vexing. Some leadership challenges are complex due to the size of the problem. If it is a big problem it will likely take a long time to solve. For example, in 2010 British Petroleum (BP) faced a huge leadership challenge when one of their rigs spilled an enormous amount of oil into the Gulf of Mexico. Several people died. The oil washed up on the beautiful beaches of the Gulf Coast. It was a huge mess that dominated the news for weeks. It took BP years to recover from this tragic event and the aftermath.

This map shows the size of the BP oil spill problem.

Leadership challenges are uncertain

Other leadership challenges are complex because it is difficult to determine what caused the problem. For example, back in 2009, Toyota had to recall millions of its vehicles. The gas pedal in some Toyota models stuck to the floor preventing the driver from stopping the vehicle. It was unclear what was causing the problem. Fixing this problem took a long time. Once again, several people died and Toyota was in the news for months regarding this problem. Several have studied this problem and it still remains unclear to this day if the gas pedals stuck, or did the drivers cause the accidents. It did not really matter to Toyota – they still had to deal with the situation. It haunted them for years.

Toyota kept selling cars during the controversy. — Toyota kept selling cars during the controversy, but their sales dropped.

OPM debacle – a case study of pressing the easy button

In 2015 someone hacked into a database managed by the Office of Personnel Management (OPM), an organization in the US government. The hackers stole all the files containing the personal data of everyone who holds a US government security clearance. OPM leadership reacted to the situation by hitting the easy button.

The OPM hack was in the news for a long time.

They decided to handle the crisis like previous hacking incidents

OPM set up a website so that anyone could check to see if their data had been stolen. They sent letters to all affected parties. It was over twenty million people. I know about the letter because I received one of them. OPM started to investigate the details of what happened. As they would soon discover – it was a complete debacle and would only get worse. The easy button did not work.

The OPM Director at the time trying to explain what happened to congress. — The OPM Director at the time trying to explain what happened to Congress.

The situation goes from bad to worse

First, there were problems with the letters. The address data they had for some people was old. It was hard to tell if everyone affected actually received one. OPM sent out more letters. I received another one. Second, several people questioned whether the new website that OPM launched was secure, or not. Some did not use the site since it was set up by the same organization that had just been hacked. Third, there was a debate about who should pay for the credit monitoring everyone would need in the aftermath. The cost was not trivial. Lastly, the hack was worse than thought. In fact, OPM had been hacked more than once. Stealing the data was easy for hackers due to the negligence of the company responsible for managing the database. It became clear that something more needed to be done…quickly.

OPM leadership explaining to Congress what happened.

Leaders pay the price for pressing the easy button

As things worsened leaders started getting fired. It was amazing to me how long it took before the Chief Information Officer, the person responsible for securing the organization’s information technology assets, finally resigned. She should have been fired right away so that new leadership could be brought in. Someone who would not defend why things were the way they were. Someone who would solve the problem in a timely manner. The most disturbing part of the situation was that it was hard to tell if the problem had actually been solved. Was the data properly protected? Some reports indicated there were still problems months later.

Turns out there was more than one breach. Double trouble.

Complex challenges require comprehensive solutions

The magnitude of the OPM incident cannot be understated. Any enemy of the US would want this data. Many believe one of our adversaries stole the data. They took advantage of lax leadership and we all pay the price. Leaders need to address complex challenges with comprehensive solutions that actually solve the problem. Effective leaders recognize when they are dealing with a complex challenge and address it in an appropriate manner.

The sensitivity of the OPM data stolen is unsettling.

Do not hit the easy button and hope for the best

No – good leaders quickly assess the situation and set solutions into motion. They continue analyzing the problem and craft a comprehensive solution that will address the challenge in the long-term. Sure – some problems are easy to fix. You make a few decisions, implement some small changes, and the problems are solved. But many leadership challenges are complex, like the examples I have included here.

Complex challenges require leaders with comprehensive solutions to solve them.

The impact of pressing the easy button

When leaders press the easy button while dealing with complex challenges we all pay the price. Problems last longer than they should. It costs more money to solve. Sometimes, the effects continue for years. I know because I still continue to monitor my credit and will do so for the rest of my life to avoid anyone using my personal data to ruin my credit. More importantly, I do not want my children to suffer negative consequences from the OPM debacle. Yes – you guessed it. The files included family member data also.

ATW! is designed to make you a better leader

ATW Leadership!