Formulas for Leading, Part 2
I pick up this entry from where I left off on Formulas for Leading last time. While I hope the first 3 gave you something to ponder, here are 3 more “formulas” to put into practice as you develop your leadership acumen.
IQ + EQ + SQ – EGO
Intelligence quotient + Emotional quotient + Social quotient – EGO
CIO magazine (Australia)
This is a recent article by Darren Horrigan in CIO magazine in Australia. While it approaches more on the IQ and EQ aspects, it is a great formula that shows what the well-rounded leader needs to possess. What’s unique and functional in this thinking is that there is no EQUALS sign for a result, but the implied balance of the 3 quotients minus the EGO of self-service will produce successful results of various kinds.
We all know that IQ is the ability to think, process, plan, organize, and so on. So we take that concept and build it into the EQ, or emotional quotient. This is the measure of how emphatic you are, how well you pick up on the vibes or pulse of those around you, how you conduct and control your actions and your emotions, and how steady you are, even under fire. The social quotient (SQ) is the ability to inspire, lead, communicate, relate to others, and build people up, both team members and customers.
One may look at this formula and think that they have to possess high traits of all 3 to make their mark. Keep in mind that very few leaders have a strong presence in all three quotients. So what makes this a balanced formula is that the majority of capable leaders may not have, for instance, a high IQ, but display a huge potential in the emotional arena that keep the team grounded and perhaps fun and functional. Your unique abilities may be low in 1 area but quite high in others. So while your 3 quotients may factor positively in varying degrees, any EGO involved will take away from your ability to lead.
SS x ST > MS x MT
(Staff Satisfied) x (Staff Trained) > (Management satisfied) x (Mgmt Trained)
Me vs. ‘Charlie’ debate 1991
After graduating from Plymouth State University in 1990, I found myself working for a hospitality company and with some close friends started a small business venture on the side. In my marketing travels, I came across a friend, Charlie, whom we took many of the same business classes together at PSU. Charlie was a solid student of business and had some great thoughts and discussion points to offer during his student tenure.
While I was reviewing my business venture with him, we got mired into a discussion of the effectiveness of people skills in the business realm. For once Charlie and I disagreed. Charlie was a huge proponent of the “profit-at-all-costs” theory that propagated management/executive bonuses and promotions. His value system was the workers were merely there to make the widgets, do so productively and efficiency, and not to receive anything more than the paycheck of their labors. No culture, other than “You’re hired to work, now shut up and do it.” I was quite appalled at Charlie’s philosophical slide, especially in the light of Dr. John Millers’ teachings (see 9/22 “Formulas for Leading” post on the Upward Leader).
Naturally I countered with a hybrid thought that blended strong training and satisfied staff through culture and ethical practices over Charlie’s’ belief that the managers work the hardest to make the tough decisions so they should get the perks. Charlie would have none of it, and insisted that the shorted sighted soft style would never yield anything profitable. Since then, Jim Collins tomes such as “Built to Last” and Jeffrey J. Fox’s books have more than supported the philosophies I knew to be true from the beginning. And 22 years later, the last I heard Charlie is miring around in the wallows of hourly management, with a marginal reputation of respect and profitability. I wish he would take a second look at his value system.
W > A = Ø
Words greater than Actions equals FAILURE
Proverbial saying since 16th century
The proverb of “Actions peak louder than words” is so true. Fully proven by case studies and personal experiences, it’s amazing that so few people heed this sage advice.
I am reminded of those that destroyed opportunities or even careers because they “talked a good game” but put nothing behind their taglines. They over-marketed on their abilities and under-delivered on their performance. I can tell you of the now-defunct restaurant chain that boasted they spend more per dollar on training when in fact they had no in-store training budget. Of the new executive who came in with lofty credentials to a theme park, only to find out that her reputation from her prior high-profile experience ended in complete disaster that almost made national headlines. Or the company that had an employee bill of rights yet had no mechanisms to back up the process of exercising those “rights”. Then there was the C-level executive of a public entity who claimed their staff was the greatest yet built such a culture of backstabbing and gossip that the peak performers were grossly marginalized if they didn’t agree with her inner circle.. And the company president who insisted that unit growth would follow a revolutionary culture and brand change and thought his weekly conference call chats would tip the scales in his favor, only to find a mass exodus of people leave and growth has halted over 7 years due to his arrogant tactics.
This equation serves as a reminder that people remember the actions behind the words, time and time again. Your word is your bond, as the saying goes, and in a day where people are starved for transparent leaders, you must under-promise and over-deliver if you and your team are going to attain great success.
A final formula – for laughter ….
While I previously said 3 formulas, I have to throw this classic formula in for levity’s sake. It’s vital that we lead with serious intents, but humor is a gift we cannot afford to lead without. This is a video clip of one of my all time favorites: