Diversity MBA Magazine - Fall 2008 - (Page 35)

COVER Starbucks CEO Howard Schultz found out that an employee had taken it upon himself to create the Frappuccino. “When I tried it I didn’t like it, but the people did, so we tested it in the marketplace,” Shultz said. Within a short time, Starbucks realized more than $100 million from Frappuccino sales. Consider what happens in your company when values and actions collide. In some companies leaders approach employees who empower themselves with anger – “Who gave you permission to do that?” “Be sure you ask me next time.” When this happens, employees shut down, innovation and potential revenue streams dry up, and the best people leave because of the leader’s behavior. Today’s highly connected younger generation notifies their network of the company’s behavior, and the brightest and the best stay away in droves. FEATURE approach we used at Medtronic that led to a 150-times increase in shareholder value over the last 18 years.” In the HBR article “What Leaders Really Do,” writer John P. Kotter shares the success story of Bob Crandall at Eastman Kodak Corp. Once a month, Crandall and everyone who reported to him met with 80 to 100 people from a specific area of the organization to discuss anything they wanted. The objective was to align people, and the goal was to involve all 1,500 employees in at least one focused business meeting each year. Positive results appeared within six months. Over a three-year period, costs on one product line went down by nearly 24% and deliveries on schedule increased from 82% to 95%. Two years later, inventory levels Many find it hard to define what their values are. They can recite the company’s values, but if you ask them about their personal values, they’re often at a loss for words. dropped by over 50%, even though the volume on products was increasing and productivity measured in units per employee more than doubled. Use Your History To Motivate A key to success is allowing people to say what they really believe without fear of reprisal, judgment, or criticism. This is only achieved when leaders take time to find common ground with their people. As leaders rise through the ranks to the senior level, they often seem unapproachable to their teams. But they can reach out and connect by using their personal histories to establish common ground with followers. Authentic leaders use their personal history to establish rapport with their people. It helps create a bond whereby they experience the leader’s authenticity and are motivated to help achieve the corporate vision. In his book Pour Your Heart Into It: How Starbucks Built A Company One Cup At A Time, Schultz candidly shares his background and history. Ralph Shrader, chairman/CEO of Booz Allen Hamilton, openly shares his background in a 2001 article titled “Ralph Shrader, Oral History.” In it, he talks about his humble beginnings, his journey to leadership through education and the ability to rapidly recognize opportunity. Leaders who dismantle the myth of who they are remain close to their people and attract followers who feel connected and believe their ideas will be heard. Your Unique Style Authentic leaders demonstrate a passion for their purpose, practice their values consistently, and lead with their hearts as well as their heads. They establish long-term meaningful relationships, and have the selfdiscipline to get results. They know who they are. No one can be authentic by trying to imitate someone else. You can learn from others’ experiences, but there’s no way you can be successful by trying to be like them. People trust you when you’re genuine, not a replica of someone else The journey to authentic leadership begins with understanding the story of your life. It provides the context for your experiences, and through that, you can find the inspiration to make an impact. Authentic leaders not only inspire those around them, but empower them to step up and lead. Become authentic by developing your own leadership style consistent with your own personality and character. Avoid the pressure to adhere to the normative style of the corporation. Simply conforming may not be consistent with who you are, and as a result, you’ll never become an authentic leader. |dMBA| Yvonne F. Brown is president of JAD Communications. She helps people improve personal communications and relationships, manage change and expectations, develop interpersonal skills, and practice respectful communications to become more productive and contribute more to the bottom line. Readers may take advantage of her free new Authentic Leadership e-zine of monthly tips for managing smarter. Register at www. yvonnefbrown.com or by email Yvonne@yvonnefbrown.com 35 Authenticity, Not Style Bill George, former chairman/CEO of Medtronic, once said, “Employees today are seeking meaning in their work. Real value can only be created by the hard work of dedicated, motivated employees that develop innovative products and services, establish intimate customer relationships, and build organizations over an extended period of time. This is precisely the S epte mber 2008 Le ade rshi p G al a I ssu e http://www.yvonnefbrown.com http://www.yvonnefbrown.com

Table of Contents Feed for the Digital Edition of Diversity MBA Magazine - Fall 2008

Diversity MBA Magazine - Fall 2008 Contents Letters to the Editor In Your Own Hands Editor's View Business Briefs Off the Shelf Diversity MBA 2008 Awards Gala and Leadership Forum "Diversity Next Practices" Illusion of Inclusion Good Is Not Enough Revisiting Your Personal Brand Discover Your Power Voice Authentic Leadership In An Ever-Changing Marketplace Stopping the Brain Drain: How Companies Can Keep Talented People of Color Corporate Succession Planning - How Do You Fit In? How To Manage Virtual Teams Beyond Demographics Recruit, Recognize, Retain, Reinvest – Winning the Talent Acquisition Game Leave Ego at the Door Modernizing Supplier Diversity Taking the Leadership High Road… When You Can Find It Think Boardroom Bound; It’s Happening Who's Who In Diversity Fail to Succeed 4-Star Start-Up, Chris Ward: Character Above All Get Them at Hello – Tips to Improve Your Marketing Kit Sonny Vu, Entrepreneur A World at Your Fingertips Big Brother Wants Your Bank Account Stepping Off The Corporate Ladder HR Focus with Monica Ross A Unique New England Vacation Bold Caballeros y Noble Bandidas Women of Color and Cancer: The Chicago Phenomenon Being Single Isn't Easy International MBAs Flock To U.S. Schools Smart Strategy Gadgets+Gizmos Advertiser's Index

Diversity MBA Magazine - Fall 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.