"Branding" the leadership experience
Over the past
50 years we have been slowly drawn into a mind-set that presents leadership as
being largely of the head and hand. Strategy, systems, processes, technology,
reengineering and the illusion of the quick fix have all been deemed to be the difference
that makes a difference. Meanwhile, downsizing, merger and acquisition, cost reduction and
a mercenary approach to information technology have destroyed much that in past times
represented a sense that the organization was "our place." Ford’s
announcement to wire up its 350,000 workforce by offering each of them a computer, a
printer and Internet access for $5 a month, may be the harbinger of a revitalized approach
to rebuilding community. What has been torn out of the "modern" organization is
heart and spirit. What people yearn for is a rich learning experience, challenge, work
that has meaning, commitment, openness, honesty, trust, truth, authenticity, belonging, a
sense of being part of something that reaches beyond the profit motive and a belief that
the rewards of success are shared fairly. Put simply: what is missing is a reason to stay!
What excites young and not so young leaders is the
opportunity to grow. What keeps talent is not the size of the compensation package but the
scope of the challenge. What engages people is not the boxes on the organization chart but
the chance to play in the white space that surrounds them. Organizations that have put
leadership development on the back burner are metaphorically starving the corporate body
of oxygen. And guess what… it will eventually die! Here we speak not just of leading
programs and courses but an underlying ethos that says, "to work here is to become
everything I am capable of being." The new game in town is informality, risk,
stretch, self-development and feedback. Lots and lots of feedback.
Having a better mousetrap is not enough, however.
People will beat on your door only if they are made aware you offer something
special. Even then, be it web site or personal contact there is a very small window of
opportunity to convey that your story is worth listening to. The new reality: best in
class organizations spend considerable time and energy in branding the leadership
experience.
Key questions.
Does your company web site convey the quality of
the leadership experience?
Did last year’s annual report capture the
excitement of being a leader in your organization?
Do you take the time and trouble to share the
"leadership experience" through leading magazines, periodicals and newspapers?
Are young leaders trained and encouraged to speak
about their experience on external courses and seminars? Are those who achieve a level of
excellence in this regard financially rewarded?
Are leadership programs more of the same old fare
or are people screaming to attend? Are they exciting? Do they take people to the edge?
Does each event represent a true emotional and unforgettable experience? Does the learning
strike a balance between the head, the hand, the heart and the spirit? Does the change
being orchestrated display a deep understanding of action learning.
Do external partners e.g. executive search
organizations, and major consulting firms `play a key role in measuring and giving
feedback on your brand in the market place?
© Orxestra Inc. 2000
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