LTL 143: Global Leadership Summit Takeaways Part Three

As you probably already know, this is Part Three of a series on my key takeaways from the 2019 Global Leadership Summit. I said that I would follow up with a summary of the leadership tips that I picked up during the August event and man, there was a lot to try to summarize for you! My intent was to only share the most practical and applicable points – those things you could take and then put to use immediately.

Today’s episode captures my attention (and my heart!) just like it did almost five months ago during the Global Leadership Summit. I’ll do my best to convey these points with the same conviction that I felt when they were made to me. This is probably one of the most difficult because I have so much respect for his wisdom and insight.

A Global Leadership Summit Treasure

Patrick Lencioni is the author of eleven best-selling books. I hope you’ve heard of them and I hope they are on your shelf! The Five Dysfunctions of a Team should be read by every serious leader. And if you are looking for help with disengaged team members, take a look at The Truth About Employee Engagement.

Dedicated to providing organizations with ideas, products and services that improve teamwork, clarity and employee engagement, Pat’s leadership models serve a diverse base from Fortune 500 companies to professional sports organizations to churches. Let’s get to the content and fill your head with some great thoughts that are sure to provoke growth!

Too Many People Have Influence

Pat’s session starts with a comment that on the surface is rather humorous. But like all great jokes, there is more than a smidgen of truth in it. What he said was that a lot fewer people in the world should become a leader. Then he went on to say that a lot of people in the world have influence…and probably shouldn’t!

That candor is classic Lencioni and I find that frankness refreshing. At the same time, it can be disturbing because Pat isn’t talking to others…he’s talking to me! How often do we completely miss valuable content because we’re sitting there thinking “wow, this is great for (fill in the blank) to hear!” or “(fill in the blank) should really listen to this!”

Why Are You Leading?

That’s the point: Pat is asking you to evaluate what you have to offer others. What’s at the center of why you are leading? Don’t you think that’s an appropriate question for attendees of the global leadership summit…you know, a room full of leaders? He says there are only two reasons:

1. To do whatever you need to do to serve the people you need to, or
2. For rewards like attention, status, or power

Can you answer that question for yourself right now? Why are you leading? It’s important to answer it honestly because if you don’t, you might be disappointed with your results…and you could disappoint others as well. If you are willing to serve others, to meet their needs, then your perspective shifts from what benefits you to what benefits others.

Think about how many responsibilities you have as a leader that will never be rewarded. If you are motivated by the reward, then your performance is going to diminish. How often have you thought that leadership is a sacrifice? I’m guilty – I’ve probably even said it in so many words. Alan Mulally has said that leadership is a privilege and a joy!

Those are certainly two very contrasting views. I hope you don’t view leadership as a pain. It certainly requires effort, but there should be joy in the exertion! So, how do you know if you’re rewards centered? Well, sometimes it’s apparent in what they will attempt to avoid. Pat offers these five signs.

Avoids Difficult Conversations

No one enjoys a difficult conversation or confronting poor performance and any other significant issue. Yet, it’s shocking the level of damage that can be done when it’s avoided. I would rather you boldly address a problem and do it poorly than letting it go unchallenged. It’s unhealthy to the team and organization when you avoid issues.

The truth is that the more often we do it, the better we will become. If you aren’t sure how to approach it, then grab another leader and practice! Understandably, preparing in advance, rehearsing and sticking to your points will not only make this survivable but communicate a level of concern to the one you are speaking with that’s missing in off-the-cuff discussions.

Avoids Managing Direct Reports

Again, your problems go away if the people do, right?! Rewards-centered leaders avoid having to manage direct reports. Having direct reports means things like monitoring performance, providing guidance and direction. You are likely going to have to get your hands dirty. Patience is required.

Managing means more than just sitting at your desk. A great leader is present. You know what your team is working on. Because you are in tune, you offer coaching – this is critic