Lead with your Best!
Lead with your Best!
Amid economic challenges like those at work today, companies need to transform themselves, adapting to survive and even move ahead. But given the volume of coverage and advisory-oriented information out there, surprisingly little attention is paid to the role of one important person – the CEO. What can this key leader do?
According to a recent article in the McKinsey Quarterly, issued by management consultants McKinsey & Company, the first thing CEOs should do is something I agree with a thousand percent. CEOs must make their organization’s transformation meaningful by making it personal, and they should do that through storytelling.
“People will go to extraordinary lengths for causes they believe in, and a powerful transformation story will create and reinforce their commitment. The ultimate impact of the story depends on the CEO’s willingness to make the transformation personal, to engage others openly, and to spotlight successes as they emerge,” say the experts at McKinsey, and they’re right.
I wrote a speech for a client some time ago that proves the point. This gentleman had been named CEO of a company he had worked for all his life, succeeding a much younger man who had been brought in from the outside but who had passed away quite unexpectedly. While the younger CEO had done a fine job improving efficiency and shareholder returns, he lacked interpersonal skills and internal morale had suffered.
The new CEO, conversely, having been such an old hand within the company, was well-known and even more well-loved. He believed – truly believed – that when people came first, business results would follow. And that message served as the central theme of the speech I wrote for him, as he addressed all employees as his first act as CEO.
He told stories drawn from the people who mentored him as a young man, those who worked alongside him, those who inspired him, and those who came to look up to him over time. He tied these wonderful, warm stories to his vision of where he wanted the company to go. He told the people of the organization he now led that he needed them to believe in each other the way he always believed in them.
And by the time he was finished, every one of those 2,400 people – whether they were in the same building, or watching via video across the company footprint – would have ran through a brick wall for him.
He made the transformation personal through heartfelt stories. There’s no reason that CEOs in any organization, regardless of the challenges they face, can’t achieve the necessary transformations the same way. It can’t be faked. It can’t be half-hearted. But when it’s done well, it can’t be denied. A great speech delivered with conviction can transform people and organizations.
Reference: Hayes, Tim, Jackass in a Hailstorm—Adventures in Leadership Communication, 2010 Transverse Park Productions, LLC. This book is available on Amazon.com. Tim is a Leadership Communication Consultant, Trainer and an associate in the Perla Group – Coaching and Consulting.
David Burns, MD has contributed many books to our understanding of how our thoughts and feelings can be managed to change our moods. His method for effectively communicating is excellent especially in situations that are difficult, “heated” or in conflictual conversations in the work place – or at home. The key here is to use a method below which you can genuinely express. If it seems inauthentic to the listener, it is not effective. Practice!
LISTENING SKILLS
1. The Disarming Technique – You find some truth in what the other person is saying, even if it seems totally unreasonable or unfair.
2. Empathy- Put yourself in the other person’s shoes and try to see the world through their eyes.
3. Inquiry: You ask gentle, probing questions to learn more about what the other person is thinking and feeling.
SELF-EXPRESSION SKILLS
4. I “feel” statements: Shift to “I feel”, e.g. “I feel confused by this…” rather than “you” statements. i.e. “you’re wrong” or “You make me furious!”
5. Stroking: You find something genuinely positive to say to the other person even in the heat of battle. You convey an attitude of respect, even though you may feel very angry with the other person.
*Copyright © 1991 by David D. Burns, MD. Revised, 1992.
