Phone Number: (713) 489-9724

TPL Insights: Building Peak-Performance Cultures #139 – Three Big Moments that can Define Your Leadership Career

October 6, 2022

By  

Rob Andrews

By Rob Andrews with paraphrased content from Art Petty’s article in Smart Brief September 30th, 2022

My personal experience over five full decades of helping people advance their careers indicates that most of us walk right past the biggest opportunities in our lives without recognizing them for what they really are. For most of us, there are a handful of moments that define the course of our leadership careers. Unfortunately, these moments — opportunities or crises — don’t come with a caption shouting, “Hey, pay attention and embrace this mess because it’s going to turn out to be monumentally valuable.” For individuals who choose to lead, it pays to see the signposts. Here are three significant moments in the careers of those who aspire to peak performance leadership.

Three Moments That Define You as a Leader

1. The Decision to Lead

For many, the path to a leadership role is accidental or unplanned, passing through various positions, including team lead, supervisor, and manager. But let’s face it, as children and young adults, few of us dreamt of being responsible for the work of others and all the inherent headaches and responsibilities this work entails. We see ourselves using our talents to do something we love in pursuit of something we care about. And then, six months out of college, your boss asks whether you want to supervise a team, and in your enthusiasm and naivete, you say, “Sure.” This was exactly what happened to me when I signed up for the Safeway Stores Inc. management training program in 1972.

That’s not the moment you decided to lead. That’s when you unwittingly signed on for your learner’s permit. After flailing around, and assuming you’re not a complete tool at the role and your team members don’t rebel, you might get a chance to continue to try a slightly more significant role for size.

A Deliberate Decision to Focus on Others

The moment I’m referencing here is your deliberate decision to invest yourself in helping others and your organization via leadership roles. By this time, you understand the challenges, headaches, and potential rewards of the role, and you’ve decided to focus on guiding, coaching, and navigating tough decisions in support of others and your organization. You effectively are letting go of the focus on you to focus on them.

Every successful leader I’ve encountered recognizes this moment clearly in hindsight. Many describe wishing they had realized it and embraced it sooner. “I worked at the manager role for a few years until it dawned on me that I loved helping people succeed, and this was what I wanted to do at this stage of my career and life,” offered a senior executive. Her follow-up comment was telling, “It’s the helping people grow and succeed part of my leadership work that allows me to tolerate the organizational politics and sleepless nights that come with the role.”

A retired CEO that had started his career as an engineer described the moment, he recognized his calling as a leader. “I had just been awarded my third patent. It felt good, but it dawned on me that I could make a bigger contribution to my company and society if I built teams of engineers able to realize their vision for our technology. I never looked back.” A few questions to ask yourself sooner than later:

– Does the work of leadership bring out the best in me?
– Am I motivated to serve others?
– Am I willing to put their needs ahead of mine?
– Does helping people become the best versions of themselves in their career excite me?

2. The Moment You Decide the Type of Leader You Aspire to Become

Deciding to invest yourself in the work of leadership is essential. Defining the leader you aspire to become is priceless.

Late in 2021, Art shared an article on SmartBrief entitled: “Think deeply about the leader you aspire to be,” In this article, he offered detailed guidance on tuning into your aspirational leadership self through a series of prompts. Art wishes someone had asked him about the leader he aspired to be earlier in his career. It would have prepared him for the challenges along the way and ensured him a North Star to which he could turn during difficult moments. In retrospect, he says he would have served his team members and organizations more effectively.

Prompts to Help You Define Your Aspirational Leadership Self

– Don’t wait to define the leader you aspire to be in your life and career. And don’t reduce the exercise to a series of cliché-riddled bullets. Be creative.
– Write a future self narrative
– Use a version of the eulogy exercise, but instead, project forward to a future data when you are surrounded by people who you worked with during your career. What do you want them to say       about how you affected them?
– Bring a picture of that person from your life who has influenced you the most. Tell a store about what they did and why you admire them. Describe how you are striving to live their legacy. Give     people context for who inspires or inspired you and sharing this story is powerful for your team members.
– Regardless of how you get there, if you’ve decided to lead, it’s imperative to create your aspirational leadership self to serve as your North Star.

3. The Moment(s) When You Make a Stand

While the above moments are singular events, every leader faces one or more moments in their careers when they must commit to a position in the face of uncertainty and often in opposition to the opinions and encouragement of peers or a boss. These are existential leadership moments where you understand the stakes for you and others are high, and the only thing you must guide you is the North Star of your aspirational leadership self and your values.

It bears highlighting that many individuals fail in these challenging moments. They fail to do what they know is right and bow to political and extraneous pressures. From agreeing to courses of action they know are flawed to crossing ethical boundaries in the name of profits or progress, these are opportunities to take a stand. It’s frightening to take a stand, but if you compromise, you will be failing yourself, those who depend upon you, and everyone who has inspired you to be a good person and leader.

Moments That Challenged Art Petty to Live Up to His Aspirational Leadership Self

While we will all face different flavors of moments to make a stand, a few of Art’s are instructive.

– That time he was laughed at for proposing his company move a particular person into a key, new role. He stuck to his position, and she succeeded wildly.
– That time he stood in the boardroom of a potential acquirer and declared the emerging deal the “worst possible outcome for our people and their careers.” The deal fell apart for various reasons beyond my boardroom protest, and a fabulous path opened, giving many two decades of experience and growth with a tremendous firm.
– When he flew 13 hours to meet with his overseas bosses for a one-hour meeting to try and convince them to reverse course on a big strategic decision. They backed his requested change partly because he displayed the commitment to come to them and discuss the issue.
– When asking a board of directors to give him 18 months of break-even to fund a project that would define the future of the business for years. They did, and it did!

For all but the personal advocacy item, he understood his risks. Looking back, he is still surprised he wasn’t fired. Frankly, he knew that was a possible outcome in those situations. Yet, each of those moments was a situation he knew he had to make a stand or risk being untrue to his aspirational leadership self.

When You Let Yourself and Others Down

You are human, and at some point, you will fail your aspirational leadership self. Art did, and it burns in his gut to this day. He uncharacteristically compromised on several key strategies and leadership decisions and failed to engage in the robust dialog essential for moving things forward. He allowed politics to trump right. He is still disappointed that he lost his resolve in that environment. In part, his failure to make a stand regardless of personal costs sealed the fate of this small tech firm filled with good people.

The decision to lead, the decision to define the leader you aspire to be, and the situations you must make a stand are the defining moments in your leadership career. These decisions ripple through our lives and the lives of others. Start by investing time in defining the leader you aspire to be, and then recognize those big moments where you get to prove worthy of the label of leader.

Art’s article really hit home with me. He does a great job articulating what it takes to become a leader worth following, a phrase a picked up from Patti Wilmot, former EVP PeopleFirst at Domino’s Pizza and one of my favorite leaders. We would love to be your thought partner on your road to a culture of peak performance. Give us a call and let’s chat.

Warmest Regards,

Rob

Rob Andrews
Allen Austin
Consultants in Retained Search & Leadership Advisory

Share

Related Posts


Warning: Invalid argument supplied for foreach() in /home/customer/www/allenaustin.com/public_html/wp-includes/post-thumbnail-template.php on line 115
TPL Insights: Building Peak-Performance Cultures #146 – How Doug Haugh has Grown a Powerhouse U.S. Business in Record Time
November 24, 2022

Paraphrased content from Linda Lisanti’s Convenience Store News Retail Executive of the Year article November 2022 For Parkland USA President Doug Haugh, leadership means empowering people to recognize their strengths, and then putting them in a position …

Read more
TPL Insights: Building Peak-Performance Cultures #145 – Stop Trying to Accomplish Your DE&I and ESG Objectives by Checking Boxes
November 17, 2022

By Rob Andrews based on a lifetime of study of companies that really have achieved their transformational objectives.   This week I attended a conference put on by a national consulting firm. I had been excited to …

Read more
Elite Recruiter Insights #2 – Best Practices in CEO Selection Applies to Every Position in Your Company
November 14, 2022

By Rob Andrews content from TPL Blog Post #83 – How Best Practices in CEO Selection Applies to Every Position in Your Company Originally paraphrased from Ram Charan’s October 2018 Harvard Business Review article The Board’s Role …

Read more