How Managers Become Leaders
This summer the Harvard Business Review published an interesting article about making the transition from Manager to Leader.
A lot has been said about the difference but this article lists what the author believes to be the 'Seven Seismic Shifts' that someone has to make when they make the transition:
None of them surprised me much - but I do like a list!
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
Seeing IS believing
Marketeers take heart; all the money invested in those images to accompany key sales points in your literature have been worth it.
This research from the University of Wellington tested whether a simple photo accompanying a statement would make the statement more believable. It seems that even if the photo gives no real information about the statement, it still makes it more likely to be judged as true.
One test involved statements about relatively obscure celebrities: "this person is dead" or "this person is alive". When accompanied by a photo of the person either statement was more likely to be rated as true.
It should be said hat the effect was not restricted to photos; so uninformative text 'blurb' also had a similar effect on the believability of the statements - but it does suggest that just showing those photos of the product next to your message does help!
Guilt-Prone People Make Best Leaders
You might assume that we like our leaders to express positive emotions - pride; enthusiasm etc. Indeed we do and they seem to be effective. However, negative emotions such as anger are not always as bad as you might expect for leadership effectiveness.
These researchers at Stanford measured 'guilt-proneness' in groups of people who then went on to get involved in one of the leadership exercises you'll be familiar with - such as surviving a crash in the dessert.
A tendency to feel guilty about your actions correlated with high leadership scores. It seems that "People who are emotionally involved in redressing bad situations are seen as better leaders."
They conclude "being driven by guilt to be conscious and caring about how your actions affect the well being of others can help people to be perceived as leaders, emerge as leaders, and have an impact as leaders". However they also point out that theses people are likely to be more hesitant about stepping forward for leadership and easily overlooked - unless organisations coax them out!
Coaching for Success
Release creativity; develop your leadership; make confident decisions; perform under pressure.