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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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Hello and welcome back to Jeff's Leadership Universal Truths Part 2.

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I'm your podcast host for Be The Flagship, Jeff Parsons.

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And I'm excited to pick up where we left off last week.

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And talking about those things that are common no matter where you go, no matter what your

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position or title or level may be.

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These are universal truths as it relates to being an effective leader.

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So let's pick up where we left off.

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We've talked about leadership versus management and the difference there.

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So again, I've asked the question, can you be a good manager but a poor leader?

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Yes, you might be able to manage your budget really well.

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You may be able to deliver the results that your boss is looking for really well, but

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at what cost?

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Right?

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That's the leadership aspect of it, right?

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Are you doing so in a way that you have high turnover, that you have poor morale?

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You know, those types of things.

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Are you getting results through fear and intimidation?

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Do you have employees who are alcoholics or going to mental health counseling because

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of their working environment?

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Right?

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They need a job and they'll put up with a lot of crap until they find a better job and

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someone who treats them better.

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But that's the difference between being a good manager and a poor leader.

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So what about, can you be a good leader and a poor manager?

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It's not as often because these pieces are so interrelated.

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However, I have witnessed effective leaders, they had influence with people, but you know,

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oftentimes it wasn't great influence with people because you know, you look at their

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boss, they're not organized, they don't get the reports out on time, you know, to their

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boss, they get in trouble with their boss over transactional kinds of things, tasks,

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right?

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They don't get the reports done.

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They don't deliver a result because it may be over the top as it relates to the personal

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power.

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You can develop so much personal power with a group of people that you become, you get

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sucked into that group if you will, right?

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And it takes away from your ability to manage and to deliver results.

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So that's where I've seen people who've had good influence with others, but weren't good

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at managing schedule, budgets, that sort of thing.

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So let's take a quick break and when we come back, we'll cover another universal truth.

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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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So here's another truth for you, another leadership universal truth.

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Leadership is seen through the eyes of your followers.

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Makes no difference what you think, makes no difference what your boss thinks or other

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people within the organization thinks.

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It's solely perceived.

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Your effectiveness as a leader is solely perceived through the eyes of your followers, right?

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No matter your intent, your intentions is seen through the eyes of your followers.

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If your followers perceive you as being an effective leader, well then guess what, you're

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an effective leader.

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So what should be your goal?

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To increase the number of followers, right?

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And that's what happens in politics and elections, right?

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Because when you increase the number of followers, what are you doing?

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You're increasing your level of influence within the organization or within the group.

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And that's your goal, to increase your level of influence.

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And this is important, followers do not have to be your subordinates.

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Followers can include your boss, it can include your peers, it can include your customers,

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it can include a lot of people within the organization.

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It's just leadership equals influence.

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It doesn't say what type of influence and it doesn't say with whom.

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So keep that in mind, your job is to expand your level of influence within your organization

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and within the community you serve.

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So keep this in mind, effective leaders develop future leaders.

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They don't develop followers, they develop leaders, future leaders, not followers.

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One very important thing to remember, I am a firm believer that a person can take a set

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of leadership skills and can develop a span of influence and they can take that and use

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that for good or for evil.

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And I'll give you a couple of examples as soon as we come back from break.

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At Flagship Talent, we work with our clients to find and place the right talent.

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What do we mean by the right talent?

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We mean we find talent who will commit to your organizational goals and align with your

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values and behavior expectations.

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Talent who will perform to your expectations, talent who will stay and grow with your organization.

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How are we different from our competitors?

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We offer the lowest fee structure in the industry.

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We offer the best talent guarantee in the industry.

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We provide selection and interviewing support to our clients at no additional fee.

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We want to save you money, deliver high quality talent, become an extension of your organization

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and be your preferred provider of talent acquisition solutions.

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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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Okay, we're back.

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Let's see, where do we leave off?

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Oh yeah, let's talk about some leadership examples and we'll take a couple of examples

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from history.

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The first example, let's take a more positive example.

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So let's think of a historic character that most of us remember, hopefully, and can relate

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to.

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Martin Luther King.

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Okay.

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Now Martin Luther King had no real position power, did he?

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He didn't hold any position in government or in a company or that sort of thing, you

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know, other than, you know, within his church, he didn't hold a position of authority.

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He based his leadership and he achieved great things through his leadership skills on nothing

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but his level of personal power and openness with his followers, right?

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Did everyone follow MLK?

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No.

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So what helped him be so successful?

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How was he able to influence a group of people that much?

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Well, he knew what it was like to be in their shoes.

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When he said, I have a dream, everyone he was communicating with could relate to that

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and could understand what he meant.

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Right?

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So he had lived their lives.

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He had walked a mile in their shoes.

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So he saw the world and he saw their needs.

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He was able to demonstrate true empathy with that group, not sympathy, but empathy, you

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know, putting himself in their shoes.

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And it's difficult to do that if you haven't experienced it yourself.

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If you haven't experienced the pain, the hardship, the discrimination, all those things,

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he had been there, done that, he could relate.

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And as a result, when he communicated to his group of followers, that was the message he

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communicated.

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I know where you are.

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I know where you've been and let's work together and fix it.

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He had walked those tough miles.

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He had been in those shoes.

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He had been involved in those race riots and those protests and that type of thing.

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He could communicate a message that resonated with his followers.

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They knew that he knew what their life was like.

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He knew what a day in the life was like for his followers.

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And he spoke to that work with me, follow me.

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We can make things better.

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Now that's a powerful message.

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Now let me take a leader that's also famous, historical, not so positive.

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In fact, he's a negative example, very controversial figure.

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His name would be Adolf Hitler.

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So before you end this podcast, just hang on for a couple of minutes.

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Adolf Hitler, he utilized for the most part the same set of skills that the positive leaders,

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MLK is an example.

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Did he have a vision?

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Yes, he did.

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Did he have strategies?

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Yes, he did.

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So, you know, did he use position power?

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Yes, he did, but not all the time.

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He didn't have the time of the people to force people.

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People think about him and say, oh no, he was just nothing but an evil man and used

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position power.

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That's not true.

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He was elected in the office by popular vote.

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He used position power when that was his main, but that wasn't typically with his followers.

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That was typically with people who weren't following him.

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He had a great level of influence with his followers.

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He did the same way MLK did.

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He spoke to the needs of his followers.

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Follow me and we'll fix this.

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I have been there.

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I have walked in those shoes.

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I mean, Hitler was a part of World War I.

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He was a foot soldier in World War I.

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He was thrown in prison.

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He knows, you know, the Treaty of Versailles and how the German people felt about that

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and the economy was really terrible and people were without jobs.

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Babies were hungry and crying.

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He knew that.

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He understood that and he was able to speak to that at a level where his followers understood

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or felt like he knew what their life was like.

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And if they followed him, he would make life better.

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Now, what was the difference?

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Same set of leadership skills, same communicating a message that resonates with your followers

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and what happened.

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One leader led a group of people in a very positive direction.

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The other leader led a group of people and led an entire country to nothing but ruin.

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So what's my point?

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My point is that you can take the same set of leadership skills and use them for good

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things or for things that aren't so good.

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So you want to lead your team in the right direction.

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You want to lead your team in a positive direction and to achieve great things, right?

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And how do you increase your level of influence with a greater number of people?

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You make sure that you communicate with those followers and you can't do that unless it's

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true that you have a great deal of empathy with them, that you understand what a day

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in their life looks and feels like, right?

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So empathy is such an important leadership trait.

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Work on empathy, work on asking questions, the right types of opening the questions so

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you begin to feel what that other person feels, right?

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And the more empathy you can demonstrate and the greater the empathy that's perceived by

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your followers, the greater the influence you'll have with a greater number of people,

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which means the more effective leader you'll become because you'll be able to rally the

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troops around those shared goals and objectives and strategies, vision, mission, that sort

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of thing.

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That makes sense?

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I don't know why I'm asking the question because you can't answer it.

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I hope it makes sense.

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So we'll take one more short break, I promise, and then we'll come back and I want to wrap

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up today's episode with what we can do, what are some key components for leadership development,

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good things to think about?

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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, we're back.

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And what I'd like to do for this episode is wrap up with a few things for you to keep

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in mind when you're developing your leaders.

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Just some key things to think about.

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Pieces of the leadership puzzle, if you will.

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One thing and one thing that's critical and you can't really increase your effectiveness

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as a leader until you gain this and this is a level of self-awareness.

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Remember earlier I mentioned that leadership is seen through the eyes of your followers.

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It's about their perception of you.

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And so you can't really improve until you understand how you're perceived by others

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and how their perception compares with your perception of yourself and how it compares

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with how your boss perceives you and is that different than how your peers perceive you

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and your employees, your team members perceive you and so forth.

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So your level of self-awareness is critical to enable you to increase your effectiveness

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as a leader.

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If you don't have that level of self-awareness, you may have a great level of self-denial,

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but you don't have a great level of self-awareness and you can increase that self-awareness through

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assessments like a multi-source feedback 360 assessment.

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And there are various assessments out there that you can utilize to help you as a leader

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or help the person within your organization you want to develop as a leader increase their

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level of self-awareness.

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That's a critical thing.

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That should be the link pin.

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You know, the foundation of leadership development is gaining that level of self-awareness.

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Other components include your level of emotional intelligence, right?

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Call it EQ, right?

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Your level of emotional intelligence.

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And what does that mean?

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What is EQ?

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How well do you manage your emotions as a leader?

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Can you control your emotions when you're really, really upset at someone or at something?

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Do you have the ability to control your emotions so that other people don't even know that

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you're upset or that your emotion.

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So a high level of EQ is really important to be an effective leader.

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Your ability to stop and count to 10 or a hundred or a thousand or whatever before you

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address an issue that your emotional wealth is critical and being perceived as an effective

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leader.

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All right.

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You don't want that, you don't want that seagull manager persona, right?

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You don't want to be perceived as that person who flies in and yells and screams at people

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and flies back out again.

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That is a person with a low EQ.

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You want a high EQ.

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You want to be able to manage emotions and show a level of presence as a leader within

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your organization.

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Your ability to communicate, your willingness to communicate openly and honestly is important.

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Oftentimes we say something and we just expect and assume that people understand exactly

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what we're, what we mean.

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And that's almost never the truth.

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Right?

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So asking, opening the questions, asking, you know, for people to repeat your communications

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so you have a better feel that they get it, that they're on the same page with you and

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that they understand the communication.

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So level of communication is important.

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Your ability to delegate smartly is really important to be an effective leader.

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What do we mean by delegate smartly?

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You don't delegate to someone who doesn't have the skills to be successful in the role.

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What do you do?

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You develop the person to the point where you can delegate to them or you develop the

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team to the point where you can delegate tasks to the team.

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You don't just throw things over the fence to someone and say, there you are, good luck.

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Right?

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And then beat them up when they don't perform well.

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You have to develop to delegate.

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All right.

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So your delegation skills, your resistance to micromanaging.

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Don't be a micromanager.

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You want to delegate, but you want to develop your people so that you can delegate to them.

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Your ability to resolve conflict in a positive manner.

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Not all conflict is bad, by the way.

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There is good conflict, right?

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But your ability to develop a team who can work through conflict positively can resolve

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conflict in a way that helps the organization move forward as opposed to splitting session.

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As a leader, are you a change leader or are you a change manager?

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Most leaders are responsible for implementing change, but there's a difference between managing

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it and just dictating things and forcing things down your organization's throat.

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Or are you leading the change?

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Are you demonstrating what you expect others to do?

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Are you a change leader?

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Are you a change agent?

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That's an important concept for leadership.

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And how about team development?

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What do you do to develop your team?

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What do you do so that the team perceives you as someone who cares about their development

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and their growth within the organization?

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So what are you doing today to develop tomorrow's team?

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What are you doing today to develop tomorrow's leaders?

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Those are key questions I want to leave you with for this episode.

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Thank you for listening.

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I can't wait for the next episode when we talk about that CEO level.

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CEOs, it's your turn in the barrel, but don't fret.

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Everyone will have their turn before March is done.

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Thanks so much.

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Be the flagship within your industry, and we'll be back soon.

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Bye now.

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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.