“Cracking the Leadership Code: Three Secrets to Building Strong Leaders” By Alain Hunkins (WILEY, $27).
“Leadership isn’t about what goes on in the mind of a leader; it’s about what goes on in the minds of the people he/she wants to lead.” The point: Authority makes you the boss, but that doesn’t make you a leader. Influence does. How do you influence others?
“Cracking the Leadership Code: Three Secrets to Building Strong Leaders” By Alain Hunkins (WILEY, $27).
“Leadership isn’t about what goes on in the mind of a leader; it’s about what goes on in the minds of the people he/she wants to lead.” The point: Authority makes you the boss, but that doesn’t make you a leader. Influence does. How do you influence others?
Hunkins’s three secrets of creating influence are: Connection, communication and collaboration. He learned them the hard way:
1. Connection — Hunkins was hoping to become the executive director of a nonprofit. The staff elected the leader. He had been with the organization several years and assumed he’d be a shoo-in because Gary, his opponent, had been onboard less than a year. Hunkins lost 38-6. Over lunch with Gary, he found that the reason he lost was directly related to lack of connection with those with whom he worked.
Gary explained that he met with people and asked about what they liked about the organization, what they’d change and their hope for the organization’s future. He shared his vision with the staff, invited input and indicated he wanted them to be part of his team. The basis for mutual trust and credibility was established from the get-go.
2. Communication — Gary found out what mattered to others by asking open-ended questions. “Only after Gary made others feel understood did he seek to share his point of view.” He used their comments to focus his response, which created commonality. This “similarity attraction effect” created shared understanding — “the foundation for all future action.”
3. Collaboration — Gary didn’t ask for their votes; he asked for their help. He “recognized that real motivation comes from commitment, not compliance.” Engagement follows naturally when people see themselves as part of the bigger picture. Gary helped the staff see the opportunity to become an integral part of building the organization, and their roles.
The bottom line: You can become the leader they need.
