Harvard Business Publishing

Dr. Goldsmith,
This is a great piece. I have long believed that leaders can learn great things from just about any direction. In fact, I wrote about this very topic in a blog entry of my own located here:
http://ninasimosko.com/blog/2008/04/23/i%E2%80%99ve-learned-enough%E2%80%A6ha/

Furthermore, I have been writing a series of "What Leaders Can Learn from _______" blog entries wherein I highlight leadership lessons that can be observed and learned from very visible people such as Angelina Jolie, Britney Spears, Oprah Winfrey, Madonna, Marion Jones and others. I for one strongly believe in learning from others' mistakes and successes. These entries can be viewed at my blog located at www.ninasimosko.com.

I surely welcome your thoughts on anything I have written about and look forward to additional learnings from your writings. Thanks!!

Hi Dr Goldsmith,

I've read Nina Simosko's blog and I think she is onto something.

http://ninasimosko.com/blog/2008/04/23/i%e2%80%99ve-learned-enough%e2%80%a6ha/#comment-254

I'd advise anyone looking to understand leadership to visit Nina.

Lum

H Dr. Goldsmith,

I am an HR professional. I have conducted numerous sessions on employee relations, leadership development, and employee engagement.
I like the "creative" approach that you have developed.

One of the hardest aspects in leading, as well as with managing, is acknowledging personal vulnerabilities. The vulnerabilities of the manager, as well as the employee. This approach, if accepted and if people are willing to let their guards down, will allow managers and leaders to get out of their personal comfort zone and connect, as needed, with their employees; a component that is so missing in todays' workplace.

Leaders not only walk the talk but they also talk the talk. Of all the leaders I have read about, I can easily say that it's there exceptional judgment power, people driving skills & hunger for continuous learning which makes them leaders. I haven’t had the opportunity to go through Nina's blog but will make sure to do so.

- Prashant

Hi Marshall,

I am often guilty of trying to be a "driver" or controlling the scene.

I always want other people whom I am associated and connected with to know that I have the ability to help out and get things done whenever necessary.

For me, the most readily available example of this behavior in my life is seen in "driving a car". If a group of us are going somewhere, I always offer to drive - I want to shoulder the responsibility or the stress associated with driving, especially in busy and congested areas. I feel like the decisions I am going to make behind the wheel will be crisp ones.

I have now been driving for 10 years without an accident. I think this reality is comprised of both skill and luck. Sometimes I do not wear my seatbelt. When I do not, family and friends will say "Why aren't you wearing your seatbelt? It's dangerous not to" Often, I reply "Because I am almost always paying attention to more than what I am doing, I pay attention to what all of the cars around our car are doing".

In other words, I am not driving along a highway with tunnel vision. All the people or players on that highway are a part of the day's challenge. And on any given day, one of the players may not be functioning at their usual level. They may be swerving or meandering a little more than usual on the road. On any given day, I may elicit the same type of driving behavior - not operating at optimal performance.

How do we know, in any area of life, when it is time to lead and when it is time to follow? In a particular circumstance, how do we know if individual A or individual B is more equipped or better suited for the task at hand?

As I gain a little more experience (learning from my own mistakes and learning from the mistakes of others), I am really realizing how important it is to say "I don't know" when I really don't know, and admitting a weakness or vulnerability when I really do have a weakness or vulnerability.

I know that I am strong and need to be strong. And I am now beginning to realize that I do not "always" have to be strong or the strongest. I think such a responsibility needs to be shared and shifted. When the slack needs to be picked up, it can be picked up.

Matthew

Nina - Thank you for this resource! As I write related posts, I would love to hear more of 'what I learned from...'.
Lum - Thank you for this reference!
Celestine - I completely agree! I just finished a weekend session with 11 highly-respected executives. One of the best CEOs that I have ever met talked about the huge positive impact his 'displaying vulnerability' has made - for both him and his staff members.
Prashant - While some leaders 'say' a lot, but don't 'do' it, other leaders need to improve the 'say' to match their outstanding 'do'!
Matthew - Thank you for these wonderful personal insights! 'Wearing a seatbelt' is a great metaphor for a lot of what happens in life. Even though you may be a wonderful driver - one crazy drunk can still plough into your car.

Great article. I was especially thrilled to see the section on "Say Yes, and".

Early in my career as a young manager, I was told by a mentor that good managers say Yes in a roughly two to one ratio over No and that was a good barometer of if your "leading" or "directing".

The logic was that Leaders could say yes to most request and simply guide by putting a little structure around the issue. A directive manager tended to make people feel constrained and as such questions to them tended to be more immediate and focused instead of the open ended ones that lead to progress.

Thank you for the connection to Improv, that is something I had not yet come across in any of my readings.

Lane - Thank you for this thoughtful reflection!

Say, "YES!" to improv! Like your friend Cindy, I have also been conducting improv classes for leaders.

http://juliaheatherwick.blogspot.com/2008/01/influence-through-improv.html

I have straddled the corporate world and the art world thinking never the twain shall meet...well, I was wrong!

Great article!

Julia - Thank you for this encouragement and reference!

As an actor myself, I could tell you straight off the bat that there are many valuable skills that one learns from performing that are very useful in leading a group. But besides mastering entertaining inflection and vocal tone and being comfortable speaking in large groups, the improv principles outlined above are certainly worthwhile. Positively accepting all offers is a great way to get people involved in the same way that transformational leadership utilizes charisma to engage others and increase the morality of themselves and their followers instead of simply developing their personal competencies. By making others look good and supporting them instead of seeking out personal praise, one is more likely to motivate others.
To connect to people one cannot control or, in the acting world, direct. To be truthful in an acting scene, you have to work with your scene partner, not direct them or try to steal the show. The best actors use their talent to bring out the best in their co-stars so they work together as a team, just as charismatic leaders transform followers’ self-concepts through treating them as equals.