NMP - December 2016 - 46


Lykken on Leadership

How to be the Kind of Leader People Actually Want to Follow
BY DAVID LYKKEN

DECEMBER 2016 n National Mortgage Professional Magazine n

NationalMortgageProfessional.com

46

e admire
leaders for all
kinds of
reasons in
our culture.
We look up
to professional athletes who
demonstrate great sportsmanship
and hard work. We look up to
political figures who use their
platform to promote peace and
prosperity. We look up to
executives of major corporations
who use the money they've
gotten from their business
ventures to fund philanthropic
initiatives. In whatever area we
can imagine, we find people who
we believe to be great leaders.
In each of these scenarios,
however, we're viewing
leadership from the outside. A
teammate of that professional
athlete may have a different set
of criteria for what makes a great
leader. A staff member for the
political figure may look for
something different in leadership.
And, finally, leaders in business
may be judged best not by
broader society, but rather, by
the people who are working
under them.
I spend a great deal of time
writing, speaking and consulting
on how to build better leaders in
the mortgage industry. What I've
found is this: you might have
respect from investors, your
community, and even your
customers-but all of this is
unattainable if you don't also
have the respect of your
employees. Great parents are

W

"Do you value the opinions of your people-
and have you shown them that you do
by listening to them?"
judged not by the amount of
respect they have for people
outside of the home but, rather,
by the amount of respect they've
garnered from their own children.
In the same way, leaders ought to
seek first the respect of the
people on their team. So, how do
you become the kind of leader
people actually want to follow?
Here are a few tips ...
First, work on becoming a
better listener. No employee can
feel like they are valued until they
feel like they are heard. One of
my favorite pierces of advice
comes from Stephen Covey: Seek
first to understand, then to be
understood. The problem we
often encounter as leaders is that
we already think we know what's
best for our people. All too often,
we find ourselves not really
listening and instead merely
formulating our response. We
think we already know the right
answers, so we only let our
people speak so that we can
overrule them when they're
finished talking. We have to do
better than that-we have to
really listen. That means allowing
the possibility that what our

people are saying to us may
actually change our minds and
get us thinking a different way.
People want to follow someone
who values their opinions. Do
you value the opinions of your
people-and have you shown
them that you do by listening to
them?
There are essentially two
views of human nature when it
comes to work. One is that
people are naturally lazy and
that they will only work if they
have to or if they feel they can
get something out of it. The
other is that people are
naturally hard-working and that
they find fulfillment in the work
itself. Regardless of which one
of these is most true, the
second is definitely the most
inspiring position to take with
your people. No one likes to be
micromanaged. People like to
have a certain amount of
control over their work. The
best leaders give their people
autonomy. They provide
freedom to allow their people to
express themselves creatively in
their work. Is their risk involved
in this? Absolutely. You will

likely have employees to who
take advantage of the long
leash by slacking off. But that's
a risk you've got to be willing to
take if you want people working
on your team who actually want
to be there.
Another thing that employees
crave in their leadership is
transparency. They want to
know that you are who you say
you are. It's difficult for people
to trust you when they feel like
you're keeping secrets that may
work against their best
interests. Whenever you can,
share information openly and
honestly with your people. If
you are moving the organization
in a different direction, let your
people know why. Explain to
them the challenges you are
facing that impact the decisions
you are making. Be a straight
shooter. The more honest you
are, the more trust you can
expect from your people.
Certainly, people are
motivated by financial
incentives. The more money
they have, the better lives they
can provide for the families.
People like to have jobs where


http://www.NationalMortgageProfessional.com

Table of Contents for the Digital Edition of NMP - December 2016

Contents
NMP - December 2016 - Cover1
NMP - December 2016 - Cover2
NMP - December 2016 - 1
NMP - December 2016 - Contents
NMP - December 2016 - 3
NMP - December 2016 - 4
NMP - December 2016 - 5
NMP - December 2016 - 6
NMP - December 2016 - 7
NMP - December 2016 - 8
NMP - December 2016 - 9
NMP - December 2016 - 10
NMP - December 2016 - 11
NMP - December 2016 - 12
NMP - December 2016 - 13
NMP - December 2016 - 14
NMP - December 2016 - 15
NMP - December 2016 - 16
NMP - December 2016 - 17
NMP - December 2016 - 18
NMP - December 2016 - 19
NMP - December 2016 - 20
NMP - December 2016 - 21
NMP - December 2016 - 22
NMP - December 2016 - 23
NMP - December 2016 - 24
NMP - December 2016 - 25
NMP - December 2016 - 26
NMP - December 2016 - 27
NMP - December 2016 - 28
NMP - December 2016 - 29
NMP - December 2016 - 30
NMP - December 2016 - 31
NMP - December 2016 - 32
NMP - December 2016 - 33
NMP - December 2016 - 34
NMP - December 2016 - 35
NMP - December 2016 - 36
NMP - December 2016 - 37
NMP - December 2016 - 38
NMP - December 2016 - 39
NMP - December 2016 - 40
NMP - December 2016 - 41
NMP - December 2016 - 42
NMP - December 2016 - 43
NMP - December 2016 - 44
NMP - December 2016 - 45
NMP - December 2016 - 46
NMP - December 2016 - 47
NMP - December 2016 - 48
NMP - December 2016 - 49
NMP - December 2016 - 50
NMP - December 2016 - 51
NMP - December 2016 - 52
NMP - December 2016 - 53
NMP - December 2016 - 54
NMP - December 2016 - 55
NMP - December 2016 - 56
NMP - December 2016 - 57
NMP - December 2016 - 58
NMP - December 2016 - 59
NMP - December 2016 - 60
NMP - December 2016 - 61
NMP - December 2016 - 62
NMP - December 2016 - 63
NMP - December 2016 - 64
NMP - December 2016 - 65
NMP - December 2016 - 66
NMP - December 2016 - 67
NMP - December 2016 - 68
NMP - December 2016 - 69
NMP - December 2016 - 70
NMP - December 2016 - 71
NMP - December 2016 - 72
NMP - December 2016 - 73
NMP - December 2016 - 74
NMP - December 2016 - 75
NMP - December 2016 - 76
NMP - December 2016 - 77
NMP - December 2016 - 78
NMP - December 2016 - 79
NMP - December 2016 - 80
NMP - December 2016 - 81
NMP - December 2016 - 82
NMP - December 2016 - 83
NMP - December 2016 - 84
NMP - December 2016 - 85
NMP - December 2016 - 86
NMP - December 2016 - 87
NMP - December 2016 - 88
NMP - December 2016 - 89
NMP - December 2016 - 90
NMP - December 2016 - 91
NMP - December 2016 - 92
NMP - December 2016 - 93
NMP - December 2016 - 94
NMP - December 2016 - 95
NMP - December 2016 - 96
NMP - December 2016 - 97
NMP - December 2016 - 98
NMP - December 2016 - 99
NMP - December 2016 - 100
NMP - December 2016 - 101
NMP - December 2016 - 102
NMP - December 2016 - 103
NMP - December 2016 - 104
NMP - December 2016 - 105
NMP - December 2016 - 106
NMP - December 2016 - 107
NMP - December 2016 - 108
NMP - December 2016 - 109
NMP - December 2016 - 110
NMP - December 2016 - 111
NMP - December 2016 - 112
NMP - December 2016 - Cover3
NMP - December 2016 - Cover4
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201912
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201911
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201910
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201909
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201908
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201907
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201906
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201905
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201904
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201903
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201902
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201901
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201812
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201811
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201810
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201809
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201808
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201807
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201806
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201805
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201804
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201803
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201802
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201801
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201712
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201711
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201710
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201709
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201708
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201707
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201706
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201705
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201704
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201703
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201702
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201701
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201612
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201611
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201610
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201609
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201608
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201607
http://www.nxtbook.com/nxtbooks/nmpmedia/nmp_201604
http://www.nxtbookMEDIA.com