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Hi and welcome to Be The Flagship with our podcast host Jeff Parsons.

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This is where we tackle the day-to-day talent management challenges you face.

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And now over to our host.

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Take it away, Jeff.

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Hey there and welcome to my podcast Be The Flagship.

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I'm your host Jeff Parsons and I'm so excited about today's episode on leadership.

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So this entire month we're going to focus on the topic of leadership, which is one that

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I love, I'm very passionate about.

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And the topic for today's episode is regarding leadership, it's the universal truths regarding

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leadership with the universal principles that I've learned along my journey.

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And we're actually dividing this topic into two episodes this week and next week.

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So this is part one of leadership's universal truths.

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And then next week we'll wrap up this discussion in part two.

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Then subsequent episodes will focus on how that translates into that senior executive

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level.

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The CEO, president of your business, whatever the title might be, how that translates to

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their role within the organization.

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Then we're going to bump it down.

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The next episode will be on the C-suite.

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Then we're going to bump it down to functional managers.

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And then one more step lower to your leaders in the trenches, I like to call them, your

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first line leaders.

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So it's going to be a great month.

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We have guest speakers lined up in future episodes on this topic this month.

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And so super excited about it.

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Can't wait to get started, but let's go to a commercial break and then we'll be back

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and we'll get started.

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Thank you.

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Is your team in need of alignment?

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Do you need to develop your team through a team building event?

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If so, contact a team building expert today.

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Contact Jeff at 1-800-530-4189 extension 101 and take your team to the next level.

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Okay.

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We're back.

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So to give you a little background on the, on this episode and in my experience in the

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area of leadership over my 30 year career, 30 years plus that is I have developed or

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facilitated leadership development in most parts of the world.

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That includes mainland China, Thailand, all of Western Europe, most parts of the U S and

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Canada, Mexico, and Brazil.

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And so I've visited with developed had discussions with leaders of different cultures, of different

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languages, of different levels of different functions.

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And from that I've pulled together again, what I call the universal truth.

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So when I say universal, I mean, and what that means is that it doesn't matter where

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you live.

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It doesn't matter what language you speak.

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It doesn't matter your cultural norms.

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These are universal truths regarding leadership.

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And the first universal truth is that the formula for leadership is really simple.

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You can think about how difficult it is to be a leader and how complicated people are

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and, and how difficult it is to manage and lead others and all that stuff.

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But when you boil the formula down for leadership, it's so simple.

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And that is, and I hope you brought a pen and a notepad, by the way, you may need it.

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I hope you feel that this is good information anyway.

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But here's the formula.

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Leadership equals influence.

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Leadership equals influence.

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Now you'll notice as I talk through leadership today and perhaps in some of the other episodes

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that I don't qualify leadership.

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I don't say good leadership, bad leadership, positive leadership, negative leadership.

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I'm talking about leadership.

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And so leadership equals influence.

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The more influence you have with a group of people, the more leadership capabilities and

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strength you have.

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It doesn't matter if you're the dog catcher, the mayor, the president of the United States,

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the CEO or the janitor within the organization.

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Leadership equals influence.

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And so we're going to talk a little later about how we get that influence and the factors

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to influence, but leadership equals influence.

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Just keep that in the back of your mind.

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And I hope you, again, you wrote a big note on your pad.

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Leadership equals influence.

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The second truth regarding leadership is leadership has nothing to do with titles or level within

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the organization.

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It does not matter.

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Leadership has nothing to do with title.

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It's all about influence.

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So do any of you, can any of you think of names of people within your organization who

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aren't managers who don't have a formal title, but they have influence within your organization?

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They either have positive influence or they have negative influence, right?

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And people tend to follow them, listen to what they have to say, all that sort of thing.

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You always want to know who your informal leaders are within your organization, by the

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way, because when you're trying to implement change, that's the group of people you want

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to get engaged in the process, right?

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Because they have influence over others within your organization.

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So again, it has nothing to do with titles.

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Have you ever known a manager who was not an effective leader?

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And I can, I don't know about you, but I can.

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So I'll ask you another question.

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Have you ever known a leader who was an effective manager?

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Interesting question, right?

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Well, I can.

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I can think of effective leaders.

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And again, when I say effective, you know, I'm not giving a positive or a negative, they're

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effective, right?

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And we'll get to that shortly, but effective leaders, I've known effective leaders who

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weren't good managers.

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So we'll discuss that later.

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Another universal truth regarding leadership.

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There's only one requirement to be considered a leader.

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You know that?

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Only one requirement.

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And you know what that is?

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When I'm facilitating leadership development, I'll ask that question and I'll get a laundry

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list of responses.

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Anything from takes a good communicator, it takes someone who can develop strategies,

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someone who has a vision, it takes someone who's fair and consistent and yada, yada,

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yada, right?

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And although those things are important in certain aspects of gaining influence, there's

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only one requirement to be considered a leader.

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And that one requirement is you must have followers.

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You can't be a leader without followers, right?

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If you don't have followers, you know, by default, you're not a leader, right?

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You have to have followers to be considered a leader and you'll know if you have followers

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because if you're, if you have a team of people there and you need to charge a hill, you need

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to take that hill, you need to charge it and you look back at your followers and you go

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charge, but they're not there, right?

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They're already in front of you charging the hill.

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Well, at that point you realize that you have followers and that you're a leader.

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On the other hand, if you go charge and they're not behind you and they're not in front of

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you, I have bad news for you.

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You're all alone, right?

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And you're not a leader.

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And so again, that one requirement to being a leader is having followers.

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So let's talk about the difference between leadership and management.

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And I referenced this and referred to it a little earlier.

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So I'd like to clarify that.

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What's the difference between being a leader and a manager?

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Can you be a good leader and not a good manager?

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Can you be a good manager and not a good leader?

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Although both are important and can be interconnected, they're not necessarily interconnected.

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So what is management?

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If you're managing something, what do you do and what do you manage?

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You manage what?

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You manage time.

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You manage budget or resources.

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You manage scheduling.

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You manage goals and expectations.

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You manage performance.

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Those are the things that you manage.

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You manage things.

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In most of my workshops, at least one person will say they manage people.

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So you manage things.

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Management is a process of getting things done through others.

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You need other people to get things done, but that's not leadership.

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It's just getting things done through others.

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You can get them done effectively and efficiently, or you can get these things done ineffective

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and inefficiently.

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You can stand over and watch over people and micro-manage to make sure things get done,

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or you can feel comfortable in taking a two-week vacation and knowing things are going to get

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done.

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That's the difference between management and leadership.

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So what is the difference in the definition of management and the definition of leadership?

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I said the definition of management is getting things done through others.

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That's textbook.

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The definition of leadership is getting things done through others by influencing them to

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achieve a common goal.

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So notice the term influencing.

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Influencing them.

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All right?

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So how do you gain influence?

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We said earlier the formula for leadership is leadership equals influence.

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So how do you get influence?

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Well, within the realm of leadership, there are two types of power.

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There's one type of power called position power.

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What's position power?

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That's the power that you have within the organization based on your title, your role

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within the organization, your authority level.

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So you have the power to hold people accountable.

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You have the power to write people up if they do a poor job.

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You have the power to enforce rules and regulations.

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You have the power to give instructions and expect results.

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How do you get people to do the things that you need them to do using position power?

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I'm the boss.

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It's my way or the highway.

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All right?

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There are two ways to do this.

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My way and the wrong way.

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Like I'm the boss.

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You're the subordinate.

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I give you the instruction for the orders and you comply.

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And how do you get things done?

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Well, through fear and intimidation.

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If you don't do these things, I will write you up.

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I will scream and yell at you.

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I will embarrass you in front of your peers.

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I will call you out in a meeting.

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I will be demeaning.

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I will toss you under the bus.

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That's how you get people to do the things they need to do using position power.

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It's out of fear of threats and intimidation and punishment.

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That's how you get people to do the things that you need for them to do using position

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power.

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I'm the boss.

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Do it.

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All right?

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So using position power, if you walk, do you think that that's an effective way to get

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people to do the thing that they need to do as best as they can?

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The answer to that should be no.

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Right?

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Because what happens?

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I'll guarantee you almost every employee, if not every employee within your organization

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knows where that line is drawn.

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That performance line.

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Right?

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That's exactly what they can do to keep you as a boss off their back.

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All right?

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And if you don't have the influence with them, that's exactly what they're going to do.

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Just enough to keep you off of their back.

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Right?

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So if you walk away from them, that effort tends to drop off.

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Every person has that, I call it a bucket of discretionary effort.

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All right?

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They have this bucket of discretionary effort.

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And what does that mean?

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Discretionary effort.

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I have this amount of effort I can devote to whatever I want to.

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I can devote to playing my guitars.

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I can devote to my woodworking hobby.

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I can devote to my family, to my children, to my grandchildren.

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I can devote to my employer, but I don't have to.

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It's at my discretion to give you that effort.

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Right?

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So if you are a manager who gets things done by I'm the boss, get it done.

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Right?

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What do you think the odds are that you're going to tap into that employee's bucket of

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discretionary effort?

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It's low.

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It's nothing.

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All right?

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They're not going to give you that discretionary effort.

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They don't respect you.

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Right?

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And so is it the most effective way to get things done?

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A quick answer, that's no.

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Right?

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So what's the other type of power?

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It's called personal power.

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How do you get personal power?

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Well you get it by earning respect, trust, a feeling and perception that you're being

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honest and open with them, a feeling that you're treating them fairly and consistently.

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That's how you get people to do the things that they need to do using personal power.

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They respect you.

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They trust you.

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Right?

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They know that you're going to tell them the truth regardless of whether that truth is

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positive or negative, but you will be straightforward with them.

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They will also feel that you quote unquote have their back.

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You may defend them in public even if they've done wrong, but in private then you'll talk

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to them and coach them about how to do better next time.

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And so that's the difference between position power and personal power.

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And I'll ask again, which do you think is most effective in increasing the level of

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influence within your team?

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There's no question.

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The level of personal power and those at the highest levels who have been the most effective

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leaders has always been based, their leadership effectiveness has always been based on their

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personal power, not their position power.

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And I'll give you a couple of controversial examples in just a couple of minutes after

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we take a break.

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Thanks.

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Did you know that most employees quit their boss before they quit their company?

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At Flagship Talent, we take your bosses and create organizational leaders.

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We bring over 30 years of leadership development and coaching expertise to your organization

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and have developed leaders in most parts of Europe, mainland China, Thailand, and the

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Americas.

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We have also developed leaders in most industries, including hospice and other small healthcare.

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Our approach is always customized to your specific organizational needs.

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We utilize a leadership coaching approach for individual managers, identifying their

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skills gaps and providing just-in-time training to address the gaps.

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We then coach the manager in a way that facilitates the application of new learning and skills

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in their unique work environment and helps them overcome their specific challenges.

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We also offer customized leadership training on your site to develop your entire leadership

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team.

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We are committed to meeting your scheduling challenges and within your budget.

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Need a virtual option?

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We have that too.

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We offer online development for your managers and make it available on their schedule.

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To learn more, contact Jeff Parsons by email at jeff at FlagshipTalent.com or by phone

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at 1-800-530-4189, extension 101.

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Your managers have the greatest impact on employee engagement, performance, and retention.

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What are you waiting for?

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Let's take your managers and create leaders.

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Okay.

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We're back again and let's see, where were we?

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Oh yeah, we were talking about leadership and being an effective leader and getting

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people to do what needs to be done even when you're not there.

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You can only get that achieved through personal power and you'll know that you have a boss

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who's using solely position power if they do this and I call them the seagull managers.

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The seagull manager flies in, flaps her wings, makes a lot of noise, craps on everybody and

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flies back off.

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That's not a fun way to be managed.

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What happens when you have a seagull manager and she flies in or he flies in, people duck.

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They get out of the way.

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They will be crapped on.

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So that's a terrible way to be managed but that's someone who's using I'm the boss.

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If I want to yell, scream, throw chairs, then that's my prerogative because I am the boss

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and it's my way.

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But again, that is an indication of ineffective leadership.

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So that's where we left off.

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There have been studies out there regarding leadership asking people what they look for

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in a leader and there have been some interesting results and typically the top four things

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that surface.

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The number one thing is honesty.

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They want to feel that their leader is being honest with them.

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The second thing is job competence.

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Does that mean that the leader has to be an expert in the job?

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No.

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It doesn't mean that the leader has to be an expert in the job.

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What does it mean?

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They need to be competent enough.

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They need to be knowledgeable enough to help their employees do what?

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Solve problems, make decisions, to coach their employees, to help train their employees.

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But they need to have enough competent about what's going on to help their employees be

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successful.

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The third thing that typically surfaces is the ability to inspire, to be inspiring.

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Does this mean that leaders need to be motivational speakers?

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You know, like the old Saturday Night Live skit with Chris Farley, you know, the motivational

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speaker, he lived in a van town by the river.

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That's not what it means.

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It doesn't mean that you have to be a motivational speaker.

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What does it mean?

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It means that you have to feel strongly enough in your vision for the organization and your

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mission for the organization that you can communicate a shared vision and engage others

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in achieving that same vision and mission.

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That's what inspiring means.

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If you walk around the hallways every day moaning and groaning about how terrible life

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is and how terrible your bosses are and that sort of thing, it's contagious.

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If you walk around with an upbeat personality and an upbeat mentality about what's going

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on and, you know, today's a better day, that's also contagious.

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And so the ability to inspire others to accomplish a shared goal or mission.

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The fourth thing is forward-looking.

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What do we mean by forward-looking?

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Well, what we mean is you need to be able to see beyond today.

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You need to be able to help employees understand how what they do is a part of the overall

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good for the organization.

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How what they do connects to every other piece of the cogwheel, if you will.

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They need to understand why it's important to produce quality work, quality patient care,

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whatever.

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They need to understand why it's important to obey the rules and the regulations.

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They need to understand the consequences for those types of things to the organization,

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the community, or whatever.

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That's being forward-looking to help them understand what they do on a daily basis affects

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others.

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And where the organization is heading.

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Is it heading in a direction that I can buy into?

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Is it heading in a direction I can't buy into?

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So that's being forward-looking.

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If you take those four things, honesty, job competence, inspiring, and forward-looking,

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what you get if you crunch those things together is a leadership concept that I think is one

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of the most important ones.

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It is called credibility.

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Your credibility as a leader.

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That is a leader's precious jewel, if you will.

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You need to protect it, polish it, stay on top of it, because that is the key to being

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an effective leader.

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Having a high degree of credibility.

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Feel, again, feel you're honest and that you're competent and that you're upbeat and inspiring

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and that you have a vision for the future.

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That's being a credible leader.

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And in my career in HR, I've seen more managers lose their jobs because they lost their ability

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to lead.

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They lied to someone.

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They misrepresented themselves or the organization to somebody.

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They did something to ruin their credibility within the organization and it was very difficult

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if not impossible to recover from that.

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But they lost their ability to lead.

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So I tell everyone I work with when I'm doing leadership coaching or development, it's very

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difficult to earn leadership credibility, but you can lose it in an instant.

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That's how important it is and that's why it's so important that you protect it on a daily

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basis to maintain your credibility as a leader within your organization.

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So that's the role of credibility with leadership.

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Okay, I think we're done today.

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So we'll pick our discussion back up next week in part two of Leadership Universal Truths.

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I hope you've enjoyed today's discussion and I look forward to picking it back up again

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next week.

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Thank you for listening to this episode of Be the Flagship with Jeff Parsons.

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We hope you enjoyed it.

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If you did like it, please subscribe and share with others.

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Until next time, take the step to become the flagship in your marketplace.