Building a Leadership Brand

Leadership matters. In sport, which coach do you select ? The one with the track record of proven victories in different programs, or the one who’s never managed to get anything done ? In drama, which director would you invest in ? The one who has pulled together an ensemble and has a reputation of success or the one who has not ? In politics, comfort level is higher with leaders who have a track record of success either in state or international affairs. In industry, investors have followed listed companies who are profitable with a higher margin.

Leadership matters in business. The leader makes the commitment and builds the architecture to create increased intangible value. When an organization has favorable leadership intangibles, employees, customers and investors have confidence, continuity and commitment. A leadership value proposition exists when leaders add value for each stakeholder ( Dave Ulrich and Norm Smallwood, 2003 ).

In any organization, be it profit-oriented or non-profit organization, some of the leadership questions being asked are:-

1. How was his/her leadership experience ?

2. Did he / she had a successful track record ?

3. What values had he/she brought to the organization ?

4. What are the competitive advantages that he / she has brought to the organization ?

5. What are the innovative ideas and concepts that he /s he has introduced to the organization ?

6. What are the social corporate responsibilities he /she has contributed ?

Throughout my 20 years of working at an European multi-national corporations and now in my own consultancy firm, 90% of my clients will prefer a leader or a manager who has demonstrated successful track records. Those who had added values to their organizations will be respected by the industry.

Clients build commitment to a firm when leaders know and respond to them. Leaders who spend time getting to know key customers learn how to serve them better.

· Leaders have two jobs relative to leadership intangibles – be and build.

· First leaders must be the leaders they expect others to become. Leadership by example is a given not an option. One of the consequences of leadership is that you are watched and mimicked – whatever you do . Employees take their cues from leaders. The personality of the leader at the top generally becomes embedded throughout the organization. Leaders who work hard generally have employees who work hard. Leaders who seek input generally produce leaders who seek input from their employees. Leaders who commit to personal learning generally instill this belief and behavior in other leaders so that it cascades through the organization. Leaders send cues that others act on.

Second, leaders must build other leaders. The ultimate test of a leader is what happen when that leader departs. Will the next generation be stronger or weaker than the present ? We worked once with a leader who always seemed to hire subordinates who were just a little less capable than he was. How could process information a little faster, communicate a little faster, and set direction a bit more clearly.

Unknowingly, he would allow his insecurities to take him down a dangerous leadership path, one where the next organization was not as good as he was. When he left his leadership role, the organization faltered because the next generation was not prepared. In short term, he looked good by comparison. His subordinates did not threaten him, they respected and admired him. But in the long term, his legacy was flawed. Building other leaders requires shaping leaders at all levels of the firm.

Building the brand

Building a leadership brand requires five simple steps.

First, you need to be clear about what you want to do and what you want to achieve. What are your strategies to achieve your goals. Strategic clarity exists when leaders, employees and customers have a clear and shared sense of how the firm allocates resources to win in the future.

Second, the strategy should lead a shared mindset. A shared mindset represents the firm brand, or identity, to the best customers in the future. Crafting a shared mindset comes when leaders think about what they want their organization to be known for in the future by their best customers. Building unity of mindset helps, shape a unique culture inside the organization, and a firm brand outside the organization.

Third, articulate desired attributes. These attributes include what Jim Kouzes and Barry Posner describe in the Leadership Challenge, the four enduring characteristics of being honest, forward looking, competent and inspiring.

Attributes models should be tied to the future, not the past; linked to strategic goals, not be generic; and focused on behaviors, not on ideals.

Fourth, define desired results. Branded leaders possess attributes and produce results. While most efforts to be better leaders focus on the attributes of leadership, leaders also need to turn their attributes into sustainable results. But because results themselves can be difficult to see on a day to day basis, it helps to look for their vital signs, much as a doctor used selected tests to assess human health. Leaders generate customer results when they identify target customers, customize their services for these customers, and integrate customers into human resource practices such as staffing and training.

Fifth, link results and attributes into a leadership brand statement. Any leader trying to be more effective must have both the right attributes and the ability to get results. Sometimes leaders start with attributes that then must be turned into results; at other times, leaders start with results that must be accomplished through attributes. By linking attributes and results, leaders create a brand that distinguishes them form leaders in other firms. Part of the bran comes because leaders can choose from the potential result vital signs in each of the four areas and pick those that are most aligned with the goals of their business. With results clearly defined, leaders can then ensure a virtuous cycle that connects attributes and results by starting either with attributes or results but then ensuring the connection of the two.



Conclusions

The society respect leaders who have the BE and BUILD attributes. A leader needs to perform, be resulted oriented by connecting the team members to achieve desired results, and be honest, forward looking, competent and inspiring. We can also assess a leader’s performance by watching the actions of his/her team members. If the team members are result oriented, we can rest assured that the leader is goal oriented.