Leaders, please be yourself, not who you think you need to be.

Some of the most effective leaders I have worked for, and with, have a few characteristics in common. All of them understand the importance of commanding respect, while simultaneously remaining true to their personality.

They are not afraid to show a softer side when interacting with their teams. In fact, this is one of the most endearing and important traits that makes people want to follow the leader.

If you are a leader, work for one, or want to be one, think about whether you or the person who is the leader possesses this quality. Perhaps they do, sometimes, but you only get a glimpse of it, and not consistently. Now imagine what it would be like to work for this type of leader.  Or to be this type of leader.

Some people take on a different persona at work.

Are you a big bad wolf at the office and a cuddly teddy bear at home?  As Dr. Phil might ask, “How’s that workin’ for ya?

The other thing people do is to develop their leadership qualities based on being collaborative, and approachable. They allow their naturally ability of high emotional intelligence to flourish.

Unfortunately, emotional intelligence is not something that can be taught, but it can be mimicked.  If you feel you are lacking, pay attention in scenarios to which you are exposed on a regular basis.

For example, watch as successful leaders properly greet a guest and make them feel comfortable, or ask someone you notice who seems sad, or upset, if they need to take a moment, or want to talk.

Leaders who are open to the human experience, are in no way weak.

Sometimes we conveniently forget that our leaders are human, too, and typically under constant pressure. Having to mask their emotions is difficult, but doing so is not a sign of weakness.

When our business leaders reveal that they are experiencing emotions, it sends signals to the people who work for them that they are simply human.  This makes them more approachable.

Contrary to what you might think, when a leader exhibits emotion, many people either do not notice, or do not comment, if they do.  Some may simply be oblivious, while most are probably reluctant to approach the boss.

It’s okay to ask how they are doing, and do so sincerely.

You might be surprised by the reaction you get.  Be prepared to respond in a kind and empathetic manner. This sentiment will be appreciated more than you can imagine. What’s more, the leader will perceive you in an entirely different light the next time you interact. Why?  Because you allowed them to be themselves for that moment. This is not something many leaders feel like they can or should do.

Climbing up the proverbial corporate ladder can take years, but some people reach the top faster than others. How? There are a number of factors, but one of them is that they are likable, and part of being likable is being human. These people are also typically bright, and able to access both the right and left sides of their brains equally. They have a personality that makes others believe in and want to follow them.

Of course, this is an over simplification of the other criteria one needs to climb the rungs. Typically, it is much harder for those who reached the top because of an inside connection to earn the respect of their team. Authentic leaders who have earned the right to be placed into leadership roles are the ones whom we admire, potentially aspire to be like, and ultimately respect and want to follow.

Kathleen E. R. Murphy is the Founder, Chief Performance Strategist and CEO of MarketMe Too.  She is a Gallup Certified Strengths Coach, author of Wisdom Whisperer, and is a well-respected motivational and social influencer who has a global following from her numerous speaking, print, radio and television media appearances.

Our expertise is in uniting and bridging teams (sports & business). What does this do for our clients? It provides them with an acceleration boost to reach their goals sooner, and interact with a renewed efficiency, focus and energy level.

Market Me Too also works with individuals from students to C-level executives. The individuals, business and sports teams we work with are coached on how to leverage and apply their peak performance talents on a daily basis. Our coaching produces repeatable, measurable and amazing results personally and professionally. Need proof? Just talk to our clients, or read through our testimonials.

If you want better and different results, let’s talk. We know how to help you get them. Contact Kathleen at kathymurphy@me.com or (339) 987-0195.

 

Leaders, please be yourself, not who you think you need to be.

BEING A LEADER:  True leaders have the ability to set an intention, then motivate, inspire, and empower people to follow. A Gallup poll found that leadership involves many factors, but one of the most critical is giving followers what they need.  The top elements cited?  Trust, compassion, integrity, and stability.

Some of the most effective leaders I have worked for, and with, have a few characteristics in common, but all of them understand the importance of commanding respect while simultaneously remaining true to their personality.

They are not afraid to show a softer side when interacting with their teams. In fact, this is one of the most endearing and important traits that makes people want to follow the leader.

If you are a leader, work for one, or want to be one, think about whether you or the person who is the leader possesses this quality. Perhaps they do, sometimes, but you only get glimpse of it, and not consistently. Now imagine what it would be like to work for this type of leader.  Or to be this type of leader.

Some people take on a different persona at work.

Are you a big bad wolf at the office and a cuddly teddy bear at home?  As Dr. Phil might ask, “How’s that workin’ for ya?

The other thing people do is to develop their leadership qualities based on being collaborative, and approachable. They allow their naturally ability of high emotional intelligence to flourish.

Unfortunately, emotional intelligence is not something that can be taught, but it can be mimicked.  If you feel you are lacking, pay attention in scenarios to which you are exposed on a regular basis.

For example, watch as successful leaders properly greet a guest and make them feel comfortable, or ask someone you notice who seems sad, or upset, if they need to take a moment, or want to talk.

Leaders who are open to the human experience, are in no way weak.

Sometimes we conveniently forget that our leaders are human, too, and typically under constant pressure. Having to mask their emotions is difficult, but doing so is not a sign of weakness.

When our business leaders reveal that they are experiencing emotions, it sends signals to the people who work for them that they are simply human.  This makes them more approachable.

Contrary to what you might think, when a leader exhibits emotion, many people either do not notice, or do not comment, if they do.  Some may simply be oblivious, while most are probably reluctant to approach the boss.

It’s okay to ask how they are doing, and do so sincerely.

You might be surprised by the reaction you get.  Be prepared to respond in a kind and empathetic manner. This sentiment will be appreciated more than you can imagine. What’s more, the leader will perceive you in an entirely different light the next time you interact. Why?  Because you allowed them to be themselves for that moment. This is not something many leaders feel like they can or should do.

Climbing up the proverbial corporate ladder can take years, but some people reach the top faster than others. How? There are a number of factors, but one of them is that they are likeable, and part of being likeable is being human. These people are also typically bright, and able to access both the right and left sides of their brains equally. They have a personality that makes others believe in and want to follow them.

Of course, this is an over simplification of the other criteria one needs to climb the rungs. Typically, it is much harder for those who reached the top because of an inside connection to earn the respect of their team. Authentic leaders who have earned the right to be placed into leadership roles are the ones whom we admire, potentially aspire to be like, and ultimately respect and want to follow.

Kathleen E. R. Murphy is the Founder, Chief Strategist and CMO of Market Me TooMarket Me Too has expertise in bridging marketing and sales teams and providing organizations techniques to accelerate their market growth and revenue numbers, regardless of the industry they are in, or the business stage they are presently at. We also work with individuals from students to executives and business and sports teams to coach them to learn how to leverage and apply their peak performance talents on a daily basis. Contact Kathleen at kathymurphy@me.com.

Announcement: I will be publishing my first business book this month. If you would like more details about my book, please send me an email at kathymurphy@me.com . Thank you. – Kathy

Life at the Top – is the view worth the effort?

 

By Kathleen E.R. Murphy

Climbing the proverbial career ladder is not something in which everyone is interested. Although if you have even a one competitive bone in your body, the thought has certainly crossed your mind.

Plotting and planning how to escalate the ladder is not always a straight-forward process. Arguably, it is one of the most difficult paths to navigate. In many business disciplines or certain industries, there are not any particular methods that guarantee how to get there.

I am not a fan of politics, but realize there is a fair amount of politics with which one has to contend in order to scale the rungs. Essentially, politics is a popularity contest. You need to figure out how to either become acquainted with, or deal with the people who are in influential roles.  It’s likely they will have a say in whether you will be able to ascend.

Having political ‘supporters’ is critical to successfully navigate in a corporation heavily laden with politics. Unfortunately, a company does not need to be large to have politics influence its culture, and how its employees rise or become stagnant.

When I ask CEOs and other top-level executives if their journey was worth it, a large percentage tell me the sacrifices they made personally were not. Not all executives had to sacrifice so much personally to get to where they are, but the percentage is over half.

However, there are certainly advantages at the top, but as we all know, money cannot buy happiness. Some executives told me they would trade their position or do things differently if they could get back to a simpler life and be, or feel, happy again.

And while we are on the subject . . . happiness is not something you can simply just want to have. You have to work at being happy. The first step is to determine what makes you happy. Prepare a mental list, and you just might realize that you already have everything you need to be happy. In fact, when I talk to CEOs what makes them happy, they often realize there are a few things they could alter to get back to feeling happy again.

Climbing the professional ladder can take years. Most people will need new skills. Many will likely switch departments or employers’ two or more times.  Why?  Because typically, when someone moves into a different role, they will acquire new skills and valuable experiences not always available when they remain at a specific position for more than a few years.

People will automatically see things differently in a new environment, be exposed to new people and new approaches to how to do any number of different things.

Change is not something with which everyone feels comfortable, but those who embrace and become comfortable with change are typically the ones who climb the career ladder over their peers who do not.

Slow and steady is a great concept for the majority of people in an organization, and thankfully, many people are satisfied with this style of how to operate. If everyone wanted to rise to the top there would be serious management issues to address.

Luckily, this typically is not the case. There are layers of management built into the organization at larger companies, in part to control or even prevent this from happening.

The next time you think about whether you are ready to climb the corporate ladder, decide how high you’d like to go. Then plot out how you will get there. You can do this by talking to others who are in roles above you, especially at your own company, but also at other firms, as there are generally more ways than one to get to where you want to be.

Talking to people can mean actually having a conversation with them in person, via an email or Skype, if distance is a challenge. Ask if they had help planning how they got to where they are, or if the process happened in an organic way.  That is often the case if a company routinely promotes employees based on having a well-defined process.

Unfortunately, most companies do not have a systematic, fair, and non-political promotion plan. If your company does not, take comfort knowing that you are in the majority of people who have to figure out how to climb to the top, if this is really what you want to do, and if the top, or even the next rung, is worth the effort.

Kathleen E. R. Murphy is the Founder, Chief Strategist and CMO of Market Me TooMarket Me Too has expertise in bridging marketing and sales teams and providing organizations techniques to accelerate their market growth, regardless of the industry they are in, or the business stage they are presently at. Contact Kathleen at kathymurphy@me.com.