Ever wondered how leadership can transform ordinary people into extraordinary achievers? How did Dick Nettell turn around a struggling Bank of America Call Center? What lessons can we learn from Claire Owen's unique approach to leadership at SG Group? How does leadership relate to honesty, vision, inspiration, and competence? Dive in to explore these questions and more, as we unravel the essence of exemplary leadership.

The Leadership Challenge

Leadership is about creating a way for people to contribute to making something extraordinary happen. When Dick Nettell took over Bank of America's struggling Consumer Call Center in Concord, California, he found a demoralized team plagued by poor performance and management instability. Dick recalled, “we had people who were walking around looking like they ran over their dogs on the way to work". 

Determined to change this, he spent three days just talking and listening to employees. He learned that many felt disempowered and voiceless, and he knew he had to instill a culture of empowerment and accountability.

Dick initiated a process where employees described their current and desired states of the call center, revealing aspirations like "world-class" and "unique place to work." This led to crafting a vision and mission that emphasized delighting customers and fostering a partnership culture. Dick didn't just talk; he walked the talk, sharing his own story of starting as a garage helper and rising through the ranks, making it clear he chose to be there because he wanted to make a difference.

He held "state-of-the-center" meetings, encouraged open communication, and launched initiatives like "Pride Day" to boost morale. Dick’s motto, PRIDE (Personal Responsibility In Delivering Excellence), became a symbol of the transformation. Empowering his team, he set clear expectations and trusted them to act, fostering an environment where everyone was responsible for the center's success.

Similarly, Claire Owen, founder of SG Group in London, turned a personal crisis into a pioneering business. When her marketing agency went under, she provided a "stopgap" for her client, leading to the creation of the UK’s first specialist freelance marketing agency. 

Claire built her company on values of transparency, trust, and respect, challenging traditional recruitment practices. Her leadership philosophy focused on taking care of her staff, knowing they would then take care of clients and candidates. This approach led to a low turnover and a business environment where employees felt valued and motivated.

Both Dick and Claire exemplify the Five Practices of Exemplary Leadership:
1. Model the Way: Leaders set examples through actions aligned with their values.
2. Inspire a Shared Vision: They envision and communicate an exciting future.
3. Challenge the Process: They seek opportunities for innovation and improvement.
4. Enable Others to Act: They foster collaboration and empower their teams.
5. Encourage the Heart: They recognize and celebrate contributions, building a strong community.

Leadership isn’t confined to titles or positions; it’s about behavior and relationships. Whether in a call center or a recruitment firm, true leaders inspire, empower, and celebrate their teams, driving extraordinary achievements.

Can Leadership Transform a Struggling Call Center into a World-Class Operation?

Imagine a world where leadership isn't just about wielding power but about earning trust and inspiring people to willingly follow. Carrie Gilstrap from Hewlett-Packard encapsulates this beautifully: “Leadership is in the eyes of other people; it is they who proclaim you as a leader.” This idea drives home a crucial point—leadership is a reciprocal process.

In a vast survey spanning over 25 years and involving thousands of business and government executives, four key traits emerged that people consistently seek in leaders: honesty, forward-looking vision, inspiration, and competence. These attributes are the bedrock of what makes a leader credible and, hence, effective.

Take honesty, for instance. It’s the most sought-after quality. People want leaders they can trust, as credibility is the foundation of leadership. When leaders are truthful, it reflects well on their followers, fostering a sense of integrity and mutual respect. 

Forward-looking vision is next. Leaders must have a clear sense of direction, a roadmap to the future. This trait distinguishes leaders from others by their ability to connect present actions with future outcomes, energizing their teams towards a common goal.

Inspiration follows closely. People want leaders who are enthusiastic and positive, who breathe life into their dreams and aspirations. Enthusiastic leaders can make even the toughest tasks seem meaningful, uplifting their constituents’ spirits and instilling hope.

Lastly, competence. A leader must be skilled and experienced enough to guide their team effectively. It’s about having a track record that inspires confidence, showing that the leader can deliver results and navigate challenges.

These findings are not just academic; they have real-world implications. When leaders exhibit these traits, employees are more likely to feel committed, take pride in their work, and align with organizational values. Conversely, a lack of credibility can lead to disengagement and disloyalty, significantly impacting performance.

In essence, credibility in leadership boils down to one simple rule: DWYSYWD (Do What You Say You Will Do). Leaders must align their actions with their words, modeling the way for others. This alignment builds trust and sets the stage for achieving extraordinary results. 

So, if you aspire to lead, remember that your credibility is your most valuable asset. Cultivate honesty, envision the future, inspire those around you, and demonstrate competence. Only then will you truly earn the title of a leader.

Credibility in Leadership: The Four Pillars of an Effective Leader

When asked about admired leaders, people often mention figures like Abraham Lincoln, Martin Luther King Jr., and Mahatma Gandhi. What do these leaders have in common? They all had unwavering commitment to their principles and values, a quality essential for any leader to inspire and be followed willingly.

Research shows that leaders admired the most are those who clearly articulate and stand up for their beliefs. This is evident in historical figures and everyday leaders alike. For instance, Nevzat Mert Topcu, a Turkish magazine founder, emphasized the importance of "getting in touch with core values" to lead effectively. Similarly, Walt Shaw from Visto Corporation highlighted that strong beliefs are crucial for people to follow.

A poignant story comes from Max De Pree, former CEO of Herman Miller, who shared about his premature granddaughter Zoe. A nurse advised him to connect his voice to his touch, illustrating the power of genuine expression—a principle that applies to leadership. Before leading others, leaders must find their own voice and clarify their values.

Research also confirms that personal values significantly impact commitment and job satisfaction. People who are clear about their values are more committed, even in organizations where the corporate values are less clear. This underscores the importance of personal values in driving loyalty and performance.

Effective leaders also communicate through storytelling. Steve Denning of the World Bank found that stories, like one about a health worker in Zambia, were far more persuasive than data alone. This approach helped change attitudes and behaviors within the organization.

In short, to be a credible and effective leader, one must articulate and live by deeply held values, communicate them clearly, and engage others in a shared vision through storytelling and feedback. As leaders demonstrate commitment to their values, they inspire trust and loyalty, guiding their organizations to success.

What Secret Ties Abraham Lincoln, Martin Luther King Jr., and Mahatma Gandhi Together in Effective Leadership?

Imagine playing a video game that doesn’t just entertain but helps you fight a real-life battle. That’s exactly what Pam Omidyar, founder of HopeLab, envisioned. Inspired by her background in plant molecular genetics and a stint in a cellular immunology lab at Stanford, Pam wondered, "What if there was a game where kids could blast away their cancer cells?" This idea led her to create Re-Mission, a pioneering video game designed to help young cancer patients understand and manage their treatment.

Pam’s journey wasn’t straightforward. After initially struggling to get her idea off the ground, she founded HopeLab eleven years later, transforming the concept into a reality. The game evolved with the belief that a fun, engaging video game could improve health outcomes by changing behavior. Re-Mission became a powerful tool for teaching kids the importance of taking their meds and reporting symptoms.

Pam’s story is a testament to the power of envisioning the future—a key trait in exemplary leaders. Leaders like Pam see beyond the present, imagining possibilities and finding common purpose. They look backward to gain insight into the future, a phenomenon known as the "Janus Effect." Professor Omar A. El Sawy’s research showed that leaders who reflected on their past could better envision a longer-term future.

Consider the analogy of driving along the Pacific Coast Highway. When the road is clear, you drive confidently at speed. But when fog rolls in, you slow down, turn on your lights, and tense up. The same principle applies to leadership: clarity of vision allows for faster, more confident progress.

For leaders, envisioning the future isn’t just about personal dreams but about shared visions. It’s about listening deeply to others, understanding their aspirations, and weaving those into a collective goal. Visionary leaders transform individual hopes into a unified cause, inspiring commitment and action.

Nancy Zimpher, President of the University of Cincinnati, demonstrated this by engaging thousands in the creation of “UC/21: Defining the New Urban Research University.” Similarly, Dan Schwab of The Trust for Public Land fosters forward-thinking by connecting people and encouraging big-picture thinking.

To be forward-looking, leaders must reflect on the past, attend to the present, and prospect the future. They need to ask themselves critical questions about their passions and goals, and engage their constituents in envisioning a shared future. It’s not just about setting goals but about creating a compelling cause that resonates deeply with everyone involved.

In essence, leaders are like enzymes—they catalyze change without being consumed by it, transforming dreams into reality and inspiring others to join them on the journey.

Envisioning the Future: How Visionary Leaders Like Pam Omidyar Transform Dreams into Reality

To drive performance, leaders must ignite passion and pride, creating an environment that fosters commitment and high performance. Keith Sonberg from Roche exemplifies this with his "three P’s: Passion, Pride, Performance," focusing on sustainability. In 2002, Keith inspired his team by asking, “What’s the legacy you’re leaving behind?” His goal was to create an environmentally responsible legacy, and his passionate vision motivated his team to embrace sustainability.

Keith's approach included developing a comprehensive program with projects in energy conservation, recycling, and community development. His enthusiasm was infectious, and his team became deeply engaged, transforming their workplace into a model of sustainability.

Research shows that leaders must appeal to common ideals and animate their vision to enlist others in a shared dream. This involves using symbolic language and vivid imagery to make the vision tangible. For instance, Martin Luther King Jr.'s "I Have a Dream" speech is a masterclass in this, using emotional and visual language to inspire and mobilize millions.

Similarly, Preethi Chandrasekhar, leading a technical support center, made the vision meaningful by connecting it to the big picture, asking her team how their work made a difference. This approach, combined with daily reinforcement, kept her team motivated and proud of their work.

Effective leaders also practice positive communication, fostering optimism and resilience. Joan Carter, transforming a failing restaurant into a thriving business, exemplified this by instilling a vision of excellence and celebrating each small success.

Ultimately, leaders must speak from the heart and genuinely believe in the vision they share. Authenticity and enthusiasm are crucial for inspiring others. Laila Razouk, leading a successful project at Advanced Micro Devices, highlighted the importance of belief and shared excitement in bringing a vision to life.

To enlist others, leaders should record their vision, breathe life into it with evocative language and symbols, and continually refine their communication skills. By doing so, they can inspire their teams to achieve extraordinary results and create a lasting impact.

Can Passion, Pride and Performance Pave the Way to a Sustainable Future?

When Robin Selden of Logitech realized her role as a leader was to inspire change every day, she hit on a fundamental truth about leadership. Similarly, Jacqueline Maartense of Intuit faced a daunting challenge: turn around a struggling UK division in a year. On her first day, she took a bold step by shutting down operations for a day-long meeting focused on customer relationships. Initially met with skepticism, her team gradually embraced the new direction, leading to the company’s first profitable year.

Leaders like Maartense and Selden understand that innovation and transformation are keys to success. This is evident in the experiences of Arvind Deogirikar, who successfully led Sun Microsystems' operations in Russia through creative partnerships and bold initiatives like painting trams with the company logo. Through incremental steps and small wins, he transformed the company’s image and improved sales significantly.

Such stories underscore the importance of proactivity and the ability to seize opportunities, even in adversity. Managers like Jean Campbell, whose medical billing company was devastated by an earthquake, exemplify this spirit. She organized her team to restore operations in record time, turning disaster into a testament of resilience and effective leadership.

Experimentation and learning from failure are crucial. Patricia Maryland turned around Sinai-Grace Hospital by making bold changes, like reducing ER wait times and improving the hospital’s environment. She fostered a culture of continuous improvement, showing that small, consistent wins can lead to substantial transformations.

Leaders also need psychological hardiness—a mindset where challenges are seen as opportunities rather than threats. This was evident in the experiences of executives at Illinois Bell Telephone, who thrived during the company’s breakup by maintaining a sense of control, commitment, and challenge.

Moreover, fostering a collaborative environment where ideas flow freely can lead to significant innovations. At Google, engineers are encouraged to spend 20% of their time on personal projects, fostering an innovative culture that embraces both success and failure.

In essence, leadership is about transforming challenges into opportunities through innovation, small wins, and learning from failures. It’s about fostering a resilient and collaborative culture where everyone is encouraged to contribute and grow. By doing so, leaders not only drive their organizations forward but also inspire the people around them to achieve extraordinary things.

Leadership Redefined: Unraveling Success Stories from Logitech, Google, and Beyond

When Jill Cleveland became the finance manager at Apple, Inc., her first challenge was learning to trust her employees. She understood that to be successful, she needed to foster a collaborative team environment built on trust. Jill's approach was to create a safe space where employees felt comfortable asking questions and making mistakes. This led to a more open, communicative, and confident team.

One of Jill's strategies was to support face-to-face interactions, setting aside dedicated time to discuss mutual expectations and progress. This allowed her team members to voice their concerns and reinforced her commitment to their growth. Jill also encouraged her team to build relationships outside their immediate department, ensuring there were no bottlenecks in information flow.

Jill's focus on empowering her employees extended to giving them ownership of their projects. She allowed them to explore new ideas and make their own decisions, offering training and support but ultimately holding them accountable for the outcomes. Recognizing individual expertise and celebrating successes were also key to building a sense of importance and pride within the team.

Research supports Jill's approach. Studies show that trust within teams leads to better innovation and higher organizational performance. For example, a PwC study found that trust was the top differentiator between high-performing and low-performing companies. Psychologists also note that trusting individuals are generally happier and more well-adjusted.

In one experiment, business executives who expected trusting behavior reported more positive discussions and decisions than those who expected untrusting behavior. Trust led to more openness, clarity, and mutual influence, while distrust led to sabotage and hostility.

Leaders like Brian Coughlin, who worked in Ireland as managing director of Brown Brothers Harriman Fund Administration Services, understand the importance of building trust early. By being open and listening to his team, Brian earned their respect and improved the quality of their services.

Creating a climate of trust is just one part of fostering collaboration. Exemplary leaders also facilitate relationships and ensure everyone understands their interdependence. For instance, John Doyle at Parthus Technologies ensured his team members were fully aware of their collective goals and the importance of each individual's contribution.

Leaders must also develop competence and confidence within their teams. Training and development are crucial, as is creating a learning environment where people feel supported and valued. For example, Gita Barry at Vasconnect ensured her team received the necessary training to complete their tasks, which built their confidence and competence.

Coaching plays a vital role in this process. Leaders like Brian Baker, a family-practice physician and colonel in the U.S. Army, used coaching to transform his team from a group with low morale to one that nearly achieved an exemplary rating. By listening, mentoring, and fostering a sense of mutual respect, Brian helped his team believe in their abilities and succeed.

In short, fostering collaboration involves creating a climate of trust, facilitating positive relationships, and developing competence and confidence. Leaders who empower their teams through trust, support, and accountability create an environment where extraordinary achievements are possible.

Can Trust and Collaboration Really Boost Organizational Performance?

Recognition can be a game-changer in the workplace. Amanda Turner at Intuit masters this by appreciating her team in ways that resonate deeply with them. One memorable example: she gifted her direct report, Melissa, a stuffed horse named "Victory" after Melissa's stellar presentation to the CEO. This small token, which neighs when squeezed, serves as a fun and personal reminder of Melissa's achievement. Amanda’s thoughtful recognition transformed team morale and set a precedent for celebrating successes.

Amanda's approach to recognition isn't just about the gifts; it’s about expecting the best from her team. This belief in others, known as the Pygmalion effect, means leaders’ high expectations can indeed bring out high performance. For instance, Jon Schrader from Sun Microsystems took on a challenging project because his boss believed in his capabilities. This belief pushed him to exceed his own expectations.

Leaders like Amanda don’t stop at just setting high expectations—they also provide consistent feedback and clear goals. A study of soldiers marching different distances showed those who knew their progress and goals performed best and experienced less stress. Similarly, in organizations, giving feedback alongside clear goals keeps people motivated and on track.

Personalized recognition is crucial. Linda Lewis from Charles Schwab introduced the Giraffe Award for employees who "stick their necks out." This award evolved as recipients added personal touches, making the recognition even more meaningful. Moreover, leaders like Wayne Bennett, who recognized his production manager Ray with a surprise $1,000 check during a company barbecue, show the power of thoughtful, personalized appreciation.

Leaders should also get close to their team members. Daniela Maeder from Switzerland’s Department of Economics and Labor emphasizes treating employees as human beings, not just functional workers. Proximity fosters trust and understanding, enabling leaders to personalize recognition effectively.

In short, expecting the best, providing personalized recognition, offering consistent feedback, and fostering personal connections are essential for leaders to encourage and motivate their teams. These actions create a vibrant, high-performing work environment where everyone feels appreciated and driven to excel.

Unleashing Excellence: The Power of Recognition and High Expectations in the Workplace

At PARC, appreciation and celebration form the backbone of their successful corporate culture. Jennifer Ernst, PARC’s director of business development, recounted an annual recognition event where the company president appeared in a tuxedo, handing out awards in an Oscar-like ceremony. This event was not just memorable for its theatrics but for its genuine acknowledgment of employee contributions, fostering a sense of community and respect.

Leaders like Ernst understand that performance improves when employees feel valued. This principle is evident in Pfizer's "RFT Carnival," spearheaded by Prasad Kanneganti. The week-long event featured games and activities aimed at making learning fun, reinforcing the importance of continuous improvement, and celebrating successes in a lively, engaging manner.

At Agilent Technologies, Mark Delucia tackled project complacency by publicly celebrating team milestones. He displayed project timelines and highlighted on-time commitments, fostering a focused and motivated atmosphere. Monthly recognition events further bolstered team spirit and commitment.

Bob Phillips at Guide Dogs for the Blind used storytelling to connect with his team, asking for personal anecdotes to understand their values and history. This approach not only built trust but also perpetuated a culture of appreciation and shared purpose.

These stories illustrate that exemplary leaders create a spirit of community by being personally involved. They recognize and celebrate achievements, making every gathering an opportunity to reinforce shared values. Celebrations, whether grand or simple, serve as powerful reminders of what the organization stands for and the collective efforts that drive success.

Can Celebrating Success Boost Performance in the Corporate World?

Leadership isn't about titles or authority; it's about relationships, credibility, and actions. If you're a manager, you're the most influential leader to your team. Parents, teachers, and coaches also set leadership examples for young people. Leadership is everyone's responsibility, and it’s about being the best leader you can be for those around you.

Leadership can be learned. It's not a trait reserved for the lucky few; it's an observable set of skills that anyone can develop with motivation, practice, and feedback. Consider the story of Yukari Huguenard from KANA Software, who realized leadership wasn't about being at the top but about leading at any level. Embracing this idea, she felt she was already a leader.

Juan Gonzalez from IBM echoed this sentiment, stating that leadership is not about being a natural-born leader but about learning and self-awareness. This opens the possibility for everyone to lead in their own spheres of influence.

Leadership is also about setting an example and inspiring others. Verónica Guerrero admired her father, who led his community with courage and conviction, even during tough times. She learned that leadership strength comes from within, not from outward appearances.

Leaders who exhibit exemplary leadership practices—like meeting job demands, creating high-performing teams, and increasing satisfaction—make a significant difference. But to lead effectively, one must first lead oneself. Self-development is crucial; it's about discovering your values, strengths, and areas for improvement.

Humility is vital to avoid the pitfalls of pride. Exemplary leaders recognize they can't do it alone and value the contributions of others. Leadership happens in the moment. Michele Goins from Hewlett-Packard emphasized that leadership opportunities are presented to everyone; what matters is how you respond.

The secret to successful leadership is staying in love—with leading, with people, and with the mission. John H. Stanford, a decorated U.S. Army Major General, and later a transformative superintendent of Seattle Public Schools, believed that staying in love gives you the fire to ignite others and achieve extraordinary things.

In short, leadership is not an affair of the head but of the heart. By believing in yourself and others, embracing humility, and responding to leadership moments with love and passion, you can make a lasting impact.

Ordinary People, Extraordinary Leadership: Igniting Change with Heart and Humility

Leadership is about creating a way for people to contribute to making something extraordinary happen. It involves creating a culture of empowerment and accountability. It is essential for leaders to set examples through actions aligned with their values, envision and communicate an exciting future, seek opportunities for innovation and improvement, foster collaboration and empower their teams, and recognize and celebrate contributions. Leaders need to inspire, empower, and celebrate their teams, driving extraordinary achievements. 

Leadership is a reciprocal process and it's about behavior and relationships. It's essential for leaders to have honesty, forward-looking vision, inspiration, and competence. Credibility in leadership is the most valuable asset and it is established by aligning actions with words. 

Leadership also requires strong principles and beliefs, clear personal values, and the ability to communicate effectively. Personal values affect commitment and job satisfaction significantly. Leaders should also be able to envision the future, have a clear sense of direction, and foster a shared vision that resonates deeply with everyone involved. 

Leadership requires fostering a collaborative culture, creating a climate of trust, facilitating positive relationships, and developing competence and confidence. It is also important for leaders to expect the best from their team, provide personalized recognition, offer consistent feedback, and foster personal connections. 

Leadership is not an affair of the head but of the heart. It requires staying in love—with leading, with people, and with the mission. It is about believing in oneself and others, embracing humility, and responding to leadership moments with love and passion.

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