Results-oriented leaders, particularly in our culture, are often driven by their own needs and wants. However, real power comes from providing the leadership that results from shared vision and shared focus. A case in point, one of our clients was recently promoted to CEO. She has been asking how she can get her colleagues to want to work for her so she can lead the company to achieving its exciting vision. Suzanne, one of 2130’s co-founders, pointed out that the answer to her question is very unlikely to give her much access to the outcomes she is seeking. A much higher leverage conversation deals with focusing on enrolling everyone in focusing on the shared vision and unleashing their own creativity and self-generated accountability to fulfill the shared vision together.
A second very recent case involves an entrepreneur CEO client who is engaged in a startup, who has been attempting a type of alchemy. He has been trying to get his new technology company up and profitable with only his initial round of angel funding, thereby maximizing the return to his “true believer”investors. He has a high value product that requires a number of regulatory approvals, a clear marketing strategy, and well defined channels of distribution among other challenges. Even though the company is running on fumes, he has not been paid in months, and he is exhausted, initial market response keeps him believing that if he works harder he will be able to endure until his second round of funding is successful. And “therein lies the rub.”
Second round funding sources seem to dance near the flame and then flit away, regulatory approvals that would open up new, additional sales channels grind on, and he has cut the team to the bone to try to survive until something breaks on either front. Now, he’s a very thoughtful and introspective guy with a very successful track record so when we really dug into “what’s the REAL issue here?”he saw that his limiting belief is “I don’t deserve the money.”A very painful and yet powerful insight that my experience has shown very few people are willing to experience, let alone share. As with the previous example, by reframing the issue he can now shift from trying unsuccessfully to enroll investors in him personally, to enrolling investors in the brilliance of the product and the company’s vision for the difference it will make to people’s health and well-being.
Similarly, in a recent Vistage Chair meeting one of our new Chairs was able to see that shifting his attention from his ability to succeed in the role was largely a function of focusing his attention on the success and well-being of his members and letting go of his concern for his own need for success.
Bottom line, if you are committed to being a highly effective and satisfied leader, do some reflection and be honest with yourself. Rigorously examine where you are focusing your attention. Are you hung up on your limiting beliefs about yourself and absorbed in your own success? (Be honest with yourself here.) Alternatively, are you creating an environment of mutual trust and safety, enrolling your team in the shared vision, and focusing your attention on how you can empower them to deliver the desired outcomes? Shifting your attention from your own success to the success of your team and your entire organization can help you be the leader you need to be.