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Start with Why: How Great Leaders Inspire Everyone to Take Action

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Start with Why: How Great Leaders Inspire Everyone to Take Action

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This thought-provoking book explores how leaders can inspire cooperation, trust, and change within their organizations. It's a must-read for anyone looking to understand what makes a great leader.

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Discover the power of purpose with "Start with Why" Book. Learn how great leaders and organizations inspire action and create a lasting impact

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Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.

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Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.

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Brown delves into the importance of vulnerability in leadership, arguing that courage and connectivity breed leadership. A compelling read for those seeking to lead with authenticity.

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I've spent twenty years studying courage, vulnerability, shame, and empathy, and I recently completed a seven-year study on brave leadership. The goal of Dare to Lead is to share everything we've learned about taking off the armor and showing up as leaders in a skills-based and actionable playbook. Here are a few of the big ideas that emerged from this research:

You can't get to courage without rumbling with vulnerability. Embrace the suck.

Daring leadership is a collection of four skill sets that are 100% teachable, observable, and measurable. The foundational skill set of courage-building is "rumbling with vulnerability." Once we have built these rumbling skills, we can move on to the other three skill sets: Living into Our Values, Braving Trust, and Learning to Rise. Our ability to be daring leaders will never be greater than our capacity for vulnerability.

Self-awareness and self-love matter. Who we are is how we lead.

The greatest barrier to courageous leadership is not fear-it's how we respond to our fear. Our armor-the thoughts, emotions, and behaviors that we use to protect ourselves when we aren't willing and able to rumble with vulnerability-move us out of alignment with our values, corrode trust with our colleagues and teams, and prevent us from being our most courageous selves.

To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded. We have to be vigilant about creating a culture in which people feel safe, seen, heard, and respected.

The skill sets that make up courage are not new; they've been aspirational leadership skills for as long as there have been leaders. We just haven't had the courage for real talk about courage. But it's time. And if you want to call these "soft skills" after you've tried putting them into practice-go for it. I dare you. Until then, find a home for your armor, and I'll see you in the arena.

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Daring leadership requires brave work, tough conversations, and showing up with our whole hearts.

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This classic book is essential for anyone who wants to influence and lead others effectively, offering timeless wisdom on human relations.

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How to Win Friends & Influence People [Dale Carnegie] on Amazon.com. *FREE* shipping on qualifying offers. How to Win Friends & Influence People

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Good to Great: Why Some Companies Make the Leap...and Others Don't

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Good to Great: Why Some Companies Make the Leap...and Others Don't

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Collins presents a research-based look into what it takes for companies and leaders to transition from good to great, shedding light on the leadership qualities needed for success.

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Good to Great: Why Some Companies Make the Leap and Others Don't

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Good to Great: Why Some Companies Make the Leap and Others Don't [Jim Collins] on Amazon.com. *FREE* shipping on qualifying offers. Good to Great: Why Some Companies Make the Leap and Others Don't

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The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life

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The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life

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This book shares the powerful and inspirational story of Blake DiFranco, blending storytelling with practical lessons on leadership and personal growth.

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The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

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The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

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Covey's highly influential work discusses the principles of effectiveness in both personal and professional leadership, a foundational read for anyone in a leadership role.

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The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

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In The 7 Habits of Highly Effective People, author Stephen R. Covey presents a holistic, integrated, principle-centered approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrit...

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A collection of insightful articles and reports compiled by the Harvard Business Review, focusing on contemporary challenges and strategies in leadership.

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The storied British banker and financier Nathan Rothschild noted that great fortunes are made when cannonballs fall in the harbor, not when violins play in the ballroom. Rothschild understood that the more unpredictable the environment, the greater the opportunity-if you have the leadership skills to capitalize on it. Through research at the Wharton School and at our consulting firm involving more than 20,000 executives to date, we have identified six skills that, when mastered and used in concert, allow leaders to think strategically and navigate the unknown effectively: the abilities to anticipate, challenge, interpret, decide, align, and learn. Each has received attention in the leadership literature, but usually in isolation and seldom in the special context of high stakes and deep uncertainty that can make or break both companies and careers. This article describes the six skills in detail. An adaptive strategic leader-someone who is both resolute and flexible, persistent in the face of setbacks but also able to react strategically to environmental shifts-has learned to apply all six at once.

Do you have the right networks to help you see opportunities before competitors do? Are you comfortable challenging your own and others' assumptions? Can you get a diverse group to buy in to a common vision? Do you learn from mistakes? By answering questions like these, you'll get a clear view of your abilities in each area. The self-test at this article's end will help you gauge your strengths and weaknesses, address deficits, and optimize your full portfolio of leadership skills.

Let's look at each skill in turn.

Anticipate

Most organizations and leaders are poor at detecting ambiguous threats and opportunities on the periphery of their business. Coors executives, famously, were late seeing the trend toward low-carb beers. Lego management missed the electronic revolution in toys and gaming. Strategic leaders, in contrast, are constantly vigilant, honing their ability to anticipate by scanning the environment for signals of change.

We worked with a CEO named Mike who had built his reputation as a turnaround wizard in heavy manufacturing businesses. He was terrific at reacting to crises and fixing them. After he'd worked his magic in one particular crisis, Mike's company enjoyed a bump in growth, fueled in part by an up cycle. But after the cycle had peaked, demand abruptly softened, catching Mike off guard. More of the same in a down market wasn't going to work. Mike needed to consider various scenarios and gather better information from diverse sources in order to anticipate where his industry was headed.

We showed Mike and his team members how to pick up weak signals from both inside and outside the organization. They worked to develop broader networks and to take the perspective of customers, competitors, and partners. More alert to opportunities outside the core business, Mike and the team diversified their product portfolio and acquired a company in an adjacent market where demand was higher and less susceptible to boom-and-bust cycles.

To improve your ability to anticipate:

Talk to your customers, suppliers, and other partners to understand their challenges.

Conduct market research and business simulations to understand competitors' perspectives, gauge their likely reactions to new initiatives or products, and predict potential disruptive offerings.

Use scenario planning to imagine various futures and prepare for the unexpected.

Look at a fast-growing rival and examine actions it has taken that puzzle you.

List customers you have lost recently and try to figure out why.

Attend conferences and events in other industries or functions.

Challenge

Strategic thinkers question the status quo. They challenge their own and others' assumptions and encourage divergent points of view. Only after careful reflection and examination of a problem through many lenses do they take decisive action. This requires patience, courage, and an open mind.

Consider Bob, a division president in an energy company we worked with, who was set in his ways and avoided risky or messy situations. When faced with a tough problem-for example, how to consolidate business units to streamline costs-he would gather all available information and retreat alone into his office. His solutions, although well thought out, were predictable and rarely innovative. In the consolidation case he focused entirely on two similar and underperforming businesses rather than considering a bolder reorganization that would streamline activities across the entire division. When he needed outside advice, he turned to a few seasoned consultants in one trusted firm who suggested tried-and-true solutions instead of questioning basic industry assumptions.

Through coaching, we helped Bob learn how to invite different (even opposing) views to challenge his own thinking and that of his advisers. This was uncomfortable for him at first, but then he began to see that he could generate fresh solutions to stale problems and improve his strategic decision making. For the organizational streamlining he even assigned a colleague to play devil's advocate-an approach that yielded a hybrid solution: Certain emerging market teams were allowed to keep their local HR and finance support for a transitional period while tapping the fully centralized model for IT and legal support.

To improve your ability to challenge:

Focus on the root causes of a problem rather than the symptoms. Apply the "five whys" of Sakichi Toyoda, Toyota's founder. ("Product returns increased 5% this month." "Why?" "Because the product intermittently malfunctions." "Why?" And so on.)

List long-standing assumptions about an aspect of your business ("High switching costs prevent our customers from defecting") and ask a diverse group if they hold true.

Encourage debate by holding "safe zone" meetings where open dialogue and conflict are expected and welcomed.

Create a rotating position for the express purpose of questioning the status quo.

Include naysayers in a decision process to surface challenges early.

Capture input from people not directly affected by a decision who may have a good perspective on the repercussions.

Interpret

Leaders who challenge in the right way invariably elicit complex and conflicting information. That's why the best ones are also able to interpret. Instead of reflexively seeing or hearing what you expect, you should synthesize all the input you have. You'll need to recognize patterns, push through ambiguity, and seek new insights. Finland's former president J. K. Paasikivi was fond of saying that wisdom begins by recognizing the facts and then "re-cognizing," or rethinking, them to expose their hidden implications.

Some years ago Liz, a U.S. food company CMO, was developing a marketing plan for the company's low-carb cake line. At the time, the Atkins diet was popular, and every food company had a low-carb strategy. But Liz noticed that none of the consumers she listened to were avoiding the company's snacks because they were on a low-carb diet. Rather, a fast-growing segment-people with diabetes-shunned them because they contained sugar. Liz thought her company might achieve higher sales if it began to serve diabetics rather than fickle dieters. Her ability to connect the dots ultimately led to a profitable change in product mix from low-carb to sugar-free cakes.

To improve your ability to interpret:

When analyzing ambiguous data, list at least three possible explanations for what you're observing and invite perspectives from diverse stakeholders.

Force yourself to zoom in on the details and out to see the big picture.

Actively look for missing information and evidence that disconfirms your hypothesis.

Supplement observation with quantitative analysis.

Step away-go for a walk, look at art, put on nontraditional music, play Ping-Pong-to promote an open mind.

Decide

In uncertain times, decision makers may have to make tough calls with incomplete information, and often they must do so quickly. But strategic thinkers insist on multiple options at the outset and don't get prematurely locked into simplistic go/no-go choices. They don't shoot from the hip but follow a disciplined process that balances rigor with speed, considers the trade-offs involved, and takes both short- and long-term goals into account. In the end, strategic leaders must have the courage of their convictions-informed by a robust decision process.

Janet, an execution-oriented division president in a technology business, liked to make decisions quickly and keep the process simple. This worked well when the competitive landscape was familiar and the choices straightforward. Unfortunately for her, the industry was shifting rapidly as nontraditional competitors from Korea began seizing market share with lower-priced products.

Janet's instinct was to make a strategic acquisition in a low-cost geography-a yes-or-no proposition-to preserve the company's competitive pricing position and market share. As the plan's champion, she pushed for a rapid green light, but because capital was short, the CEO and the CFO resisted. Surprised by this, she gathered the principals involved in the decision and challenged them to come up with other options. The team elected to take a methodical approach and explored the possibility of a joint venture or a strategic alliance. On the basis of that analysis, Janet ultimately pursued an acquisition-but of a different company in a more strategic market.

To improve your ability to decide:

Reframe binary decisions by explicitly asking your team, "What other options do we have?"

Divide big decisions into pieces to understand component parts and better see unintended consequences.

Tailor your decision criteria to long-term versus short-term projects.

Let others know where you are in your decision process. Are you still seeking divergent ideas and debate, or are you moving toward closure and choice?

Determine who needs to be directly involved and who can influence the success of your decision.

Consider pilots or experiments instead of big bets, and make staged commitments.

Align

Strategic leaders must be adept at finding common ground and achieving buy-in among stakeholders who have disparate views and agendas. This requires active outreach. Success depends on proactive communication, trust building, and frequent engagement.

One executive we worked with, a chemical company president in charge of the Chinese market, was tireless in trying to expand his business. But he had difficulty getting support from colleagues elsewhere in the world. Frustrated that they didn't share his enthusiasm for opportunities in China, he plowed forward alone, further alienating them. A survey revealed that his colleagues didn't fully understand his strategy and thus hesitated to back him.

With our help, the president turned the situation around. He began to have regular face-to-face meetings with his fellow leaders in which he detailed his growth plans and solicited feedback, participation, and differing points of view. Gradually they began to see the benefits for their own functions and lines of business. With greater collaboration, sales increased, and the president came to see his colleagues as strategic partners rather than obstacles.

To improve your ability to align:

Communicate early and often to combat the two most common complaints in organizations: "No one ever asked me" and "No one ever told me."

Identify key internal and external stakeholders, mapping their positions on your initiative and pinpointing any misalignment of interests. Look for hidden agendas and coalitions.

Use structured and facilitated conversations to expose areas of misunderstanding or resistance.

Reach out to resisters directly to understand their concerns and then address them.

Be vigilant in monitoring stakeholders' positions during the rollout of your initiative or strategy.

Recognize and otherwise reward colleagues who support team alignment.

Learn

Strategic leaders are the focal point for organizational learning. They promote a culture of inquiry, and they search for the lessons in both successful and unsuccessful outcomes. They study failures-their own and their teams'-in an open, constructive way to find the hidden lessons.

A team of 40 senior leaders from a pharmaceutical company, including the CEO, took our Strategic Aptitude Self-Assessment and discovered that learning was their weakest collective area of leadership. At all levels of the company, it emerged, the tendency was to punish rather than learn from mistakes, which meant that leaders often went to great lengths to cover up their own.

The CEO realized that the culture had to change if the company was to become more innovative. Under his leadership, the team launched three initiatives: (1) a program to publicize stories about projects that initially failed but ultimately led to creative solutions; (2) a program to engage cross-divisional teams in novel experiments to solve customer problems-and then report the results regardless of outcome; (3) an innovation tournament to generate new ideas from across the organization. Meanwhile, the CEO himself became more open in acknowledging his missteps. For example, he described to a group of high potentials how his delay in selling a stalled legacy business unit had prevented the enterprise from acquiring a diagnostics company that would have expanded its market share. The lesson, he explained, was that he should more readily cut losses on underperforming investments. In time the company culture shifted toward more shared learning and bolder innovation.

To improve your ability to learn:

Institute after-action reviews, document lessons learned from major decisions or milestones (including the termination of a failing project), and broadly communicate the resulting insights.

Reward managers who try something laudable but fail in terms of outcomes.

Conduct annual learning audits to see where decisions and team interactions may have fallen short.

Identify initiatives that are not producing as expected and examine the root causes.

Create a culture in which inquiry is valued and mistakes are viewed as learning opportunities. Becoming a strategic leader means identifying weaknesses in the six skills discussed above and correcting them. Our research shows that strength in one skill cannot easily compensate for a deficit in another, so it is important to methodically optimize all six abilities. The following test-a short version of our Strategic Aptitude Assessment-can help reveal which areas require attention. For clearer and more useful results, take the longer survey and ask colleagues-or at least your manager-to review and comment on your answers.

As you complete this assessment, think about the work you have done over the past year related to developing new strategies, solving business challenges, and making complex decisions. Average your scores for each of the six leadership skills and then address your weakest area first, following the recommendations described in this article and online.

A version of this article appeared in the January-February 2013 issue of Harvard Business Review.

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Strategic Leadership: The Essential Skills

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The storied British banker and financier Nathan Rothschild noted that great fortunes are made when cannonballs fall in the harbor, not when violins play in the ballroom. Rothschild understood that the more unpredictable the environment, the greater the opportunity-if you have the leadership skills to capitalize on it.

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Modern Leadership: Advice from Industry Experts

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Modern Leadership: Advice from Industry Experts

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This article offers diverse perspectives on leadership development from multiple industry experts, presenting a broad range of strategies and insights.

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While the idea of a "servant leader" can be found in religious and philosophical teachings throughout history, an essay published by Robert K. Greenleaf in 1970 entitled "The Servant as Leader" brought the concept to the modern business world. In it, Greeleaf outlines how a servant leader prioritizes the needs of others, empowering and supporting them to achieve their goals and serving the greater good of the organization or community.

Leaders who adopt a servant leadership style find that it helps foster employee engagement and satisfaction, drive productivity and promote a collaborative culture of trust. Below, members of Forbes Coaches Council share examples of what it means to be a servant leader in 2024, illustrating why it is essential for leaders navigating the complexities of today's business environments to embrace the concept.

1. Create Psychological Safety

Servant leadership is the answer to 2024's workplace challenges. Servant leaders create psychological safety through transparency, empathy and deep listening. They empower people through support and mentorship. They prioritize employee well-being and engagement. This style uniquely meets the needs of remote and Gen-Z staff, unleashing their potential and fostering a thriving, inclusive workforce. - Jamie Lewis Smith, Pixel Leadership Group, LLC

2. Prioritize People

Imagine a stressed team. A traditional leader pushes them for results. A servant leader listens, empowers them with flexible deadlines and focuses on their growth through training. This reduces burnout and boosts morale, leading to a happier, more productive team. Having a human-centric leadership approach is a valued skill in this digital era. - Anthony Howard, HR Certified LLC

3. Practice Active Listening

Servant leaders in 2024 practice active listening, use empathy and commit to the growth of people. There are five generations in the U.S. workforce, each with varying core values and expectations around communication and work-life balance. A servant leader must listen with all of their senses, be receptive to understanding what matters to others, and encourage, value and incorporate their ideas. - Deborah Vereen, THE VEREEN GROUP

4. Ask People How You Can Best Serve Them

Ask people, "How can I best serve or support you?" at the beginning of a meeting, project or quarter. By asking this question and listening to their answers with curiosity, compassion and courage, you are living servant leadership. Listening is an act of service. It does not mean that you agree with everything said; at times, you might need to set boundaries around asks as an act of service. - Katharina Schmidt, Inspiration & Discipline

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

5. Ensure The Team Gets Deserved Credit

The key to servant leadership, from a leader's perspective, is to manage the ego. Servant leadership is all about growth of their people and how the leader can help coach, mentor and remove obstacles. Practically, it means putting oneself out of the limelight to ensure that the team gets the credit they deserve-creating a team of people who will remember you for years. - Philippe Mathijs, Reach Outstanding

6. Prioritize The Team's Growth And Resilience

A servant leader leads from the front, but has the team's back. An example might be when a team misses an important deadline. Rather than admonish the team, a servant leader will focus on how they can do better next time. What did they learn? And how might they maximize their strengths and minimize their weaknesses in the future? - Dr. Michele D'Amico, Vetta Consultants LLC

7. Establish Clear Objectives Up Front

A servant leader understands and accepts that their own success is conditional on the growth of their team. So their job is to not only remove obstacles blocking their team, but also to really promote self-growth, agency, safety and psychological well-being to help their team thrive, with clear objectives established up front. They are the enablers of their team's talent. - Veronique Bogliolo Friedman, Bogliolo Coaching & Consulting

8. Prioritize Employee Well-Being

A leader who prioritizes employee well-being, listens actively and empowers teams to make decisions embodies servant leadership. For instance, regularly conducting one-on-one check-ins, implementing flexible work policies and fostering a culture of open communication will demonstrate a commitment to serving and supporting the team's growth and success. - Karla Aljanabi, Career Building Coach

9. Engage With Front-Line Workers

In 2024, a servant leader prioritizes others' needs and empowers team members. A CEO who engages with front-line employees, listens to their ideas and implements initiatives based on their feedback, for example, is a servant leader. Additionally, they prioritize employee development through mentorship and training, fostering a supportive work environment that drives greater satisfaction and productivity. - Rukayat Alabi, RKY Careers

10. Address Your Team's Most Pressing Challenges

Servant leaders not only put their teams first, but are also willing to accept responsibility for addressing their most pressing challenges, dedicating talent, time and resources to finding and implementing solutions. This shows up in areas ranging from designing employee-friendly HR policies to being open to pivoting on strategies when presented with compelling data. It's about listening-and acting! - Joanne Heyman, Heyman Partners

11. Follow The 'Platinum Rule'

By taking into account the "platinum rule," a leader can best serve. What's the platinum rule? Do unto others as they wish to be treated. Applying this on an individual level so that every person feels they have been considered increases the power of the rule. Employee surveys can provide direction. Examples can include increasing autonomy in individuals' work and having career path discussions. - David Yudis, Potential Selves

12. Believe That People Want (And Know How) To Succeed

Servant leadership begins with believing people do not come to work to fail and knowing the people doing the work know best how to improve the work. Be curious and seek to understand. As you listen intently, you are showing you care. As you execute on ideas, people feel more valued. Engagement and loyalty will follow, and your value as a leader will rise. - Marti Evans, Leap Dialogues

13. Lead With Empathy

Embracing the ethos of a servant leader in 2024 means embodying a leadership style that prioritizes the growth and well-being of team members and the communities to which they belong. It's about leading with empathy, focusing on the development of others and fostering an environment where everyone feels empowered and valued. However, what this looks like may depend on the industry. - Michelle Maree, The Nomad Escape

14. Champion Empowerment Over Authority

A servant leader prioritizes their team's growth, championing empowerment over authority. For example, imagine a manager who schedules weekly one-on-one meetings to understand individual challenges and aspirations, then tailors support and opportunities accordingly. This type of approach fosters a culture of trust, collaboration and shared success, encouraging everyone to contribute their best. - Kerri Sutey, Sutey Coaching & Consulting LLC

15. Actively Mentor Staff

In 2024, being a servant leader in India means prioritizing employees' growth and well-being. Take the example of Tata Group, where leaders actively mentor staff, support community initiatives and foster an inclusive workplace culture. This approach not only enhances employee satisfaction, but also drives sustainable business success, embodying the true spirit of servant leadership in modern India. - Bhaskar Natarajan, Bhaskar Natarajan, MCC

16. Truly Get To Know Your People

Make the time to truly get to know your people, personally and professionally. Dig in. Understand what makes them tick and how to best leverage their talents. Give them periodic feedback. Don't be afraid of hard conversations. People don't need a "buddy"; they need to be challenged, led, mentored and held accountable. The best way to serve people is take them to a place they can't get to on their own. - Jason Ballard, Soar Higher Coaching & Training

17. Apply The Acronym TOUCH

In the era of artificial intelligence, a servant leader applies the acronym TOUCH by Treating team members with kindness, Over-delivering on commitments, Understanding needs through listening, Connecting with honest dialogue, and Humbly serving with tech-augmented projects. They leverage AI for efficiency, ensuring technology enhances human connection and community impact, embodying leadership that blends empathy with innovation. - Farshad Asl, Top Leaders, Inc.

18. Be Deeply Committed To Those You Serve

Servant leaders are empathetic and flexible and have a deep commitment to the well-being of the people and communities they serve. I worked for the president of an organization who was a servant leader. When my father had a medical emergency, she encouraged me to be with him and offered to cover my key responsibilities until I returned. Being a servant leader brings a huge return on investment. - Cindy Lamir, Impact Business Coaches

19. Put Team Members' Needs Before Your Own

A servant leader is a nurturing figure who puts team members' needs before their own. Driven by generosity and genuine care for the greater good, this leader serves their people by being humble and considerate, respecting their team members' abilities, and delivering what each person needs based on their specific competencies and character. - Abdulaziz Al-Roomi, Global Legacy Management Consulting & Training

20. Jump In And Take Action To Support The Team

One great example of a servant leader is a software engineering manager who jumps in to write lines of code, ensuring the team meets the deadline. Though writing code may no longer be in their job description as a manager, a servant leader will take action when their team needs additional support, rather than watching and supporting from the sidelines. - Michael Timmes, Insperity

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Council Post: 20 Coaches Weigh In On How To Be A 'Servant Leader' In 2024

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Leaders with a servant leadership style find that it helps foster employee engagement and satisfaction, drive productivity and promote a collaborative culture of trust.

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Simon Sinek delivers a compelling talk on the golden circle and the concept that 'why' is more important than 'what' or 'how' for leadership.

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Simon Sinek: How great leaders inspire action | TED Talk

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Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question: “Why?” His examples include Apple, Martin Luther King Jr. and the Wright brothers…

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Brown shares her research on vulnerability, courage, empathy, and leadership in this powerful TED talk, emphasizing the strength in showing vulnerability.

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Brene Brown estuda a conexão humana, nossa habilidade de sentir empatia, pertencer, amar. Em uma palestra comovente e divertida no TEDxHouston, ela compartilha uma percepção profunda de sua pesquisa, que a levou a uma busca pessoal para conhecer a si mesma e entender a humanidade. Uma palestra para compartilhar.

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Quick reads, simple and effective advice.

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Leadership Freak - Empowering Leaders 300 Words at a Time