Training Industry Magazine - March/April 2020 - 15

SAM SHRIVER & MARSHALL GOLDSMITH

BUILDING
LEADERS

DEVELOPING LEADERSHIP GOO!

Ever think about how the most powerful
people in your organization have
comparatively little control over their
calendars? Everybody wants to see them,
and most - if not all - of those requests
are accompanied by some semblance
of defendable business rationale. For
example, we worked with an executive
a few years back who shared that,
before she made one discretionary
decision regarding her upcoming work
week, she was booked into 40 hours of
prioritized meetings.
Since you are in the middle of considering
these things: What exactly is power?
And perhaps more importantly: If you
are a learning professional who seeks to
develop strategies to help those that have
the potential to become those powerful
people, how do you proceed?
To answer those questions, it may
be helpful to consider power and its
relationship to leadership. Power is
influence potential. Think of it as a
reservoir of dormant energy waiting
to be deployed. Comparatively,
leadership is an attempt to influence.
Think of it as the kinetic energy a leader
puts in motion to get things done
through others.
Those of us responsible for designing
and implementing strategies to develop
leaders have been actively studying that
energy for a long time. For instance,
we have known since the 15th century
and the documented observations of
Niccolò Machiavelli that the source
of power emanates from two highly
interdependent sources:

*	 Legitimacy: The power of your
position. It includes your ability to
formally reward or sanction others,
as well as the decision authority that
comes with your title. In general,
people are promoted into positions
of legitimate power based on their
ability to deliver results, build trust
and develop relevant expertise.
They lose that power when they fail
to properly exercise their authority or
make decisions that are not aligned
with organizational strategy or
cultural imperative.

*	 Host 1: Yeah! I don't care who you are,
or what you are trying to do; when you
are in his presence you feel a surge of
confidence that you simply don't feel
when he isn't around.

*	 Referent: The power of trust and
credibility. Do people "identify" with
you? Do they candidly tell you the truth,
especially when there is perceived
risk attached to that transparency?
Typically, people earn referent power
with others gradually. They can lose
referent power almost instantly when
the actions they take or the decisions
they make are not aligned with the
reputations they have built over time.

All of that is to say, if you want to develop
leaders in your organization, at minimum,
do these four things:

Energy in motion - leadership - has
always been difficult to define (which is
probably the reason there are nearly 7,000
definitions). So consider a description
we recently came across while listening
to two radio talk show hosts discussing
the leadership attributes of Dan Mullen,
football coach for the University of Florida:
*	 Host 1: He may not be the smartest guy
when it comes to X's and O's, but he has
this leadership goo that just sort of sticks
to you every time he walks into a room.
*	 Host 2: Leadership goo?

LEADERSHIP THE
KINETIC ENERGY
A LEADER PUTS
IN MOTION TO
GET THINGS DONE
THROUGH OTHERS.

1.	 Identify the leaders who deploy energy
in your organization. They have the goo!
2.	Identify the people who are drawn
to that energy and seek to source it
themselves. They want the goo!
3.	Put them in a room together as often
as possible (in full recognition of the
scheduling challenges identified
previously).
4.	Fight the urge to establish air-tight
objectives or construct an agenda for
these exchanges. Simply sit in the back
of the room - whether physical or virtual
- and watch the energy start to flow.
Marshall Goldsmith is the world authority
in helping successful leaders get even
better. Sam Shriver is the executive vice
president at The Center for Leadership
Studies. Email Marshall and Sam.

T R A I N I N G I N DUSTR Y MAGAZ INE - MODERN LEADERS 2020 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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https://www.trainingindustry.com/magazine

Training Industry Magazine - March/April 2020

Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2020

Do Leaders Skills Need to Evolve
Table of Contents
Developing the Next Generation of Talent Through Rotation Programs
Leadership Development Strategies and Solutions for the Modern Workplace
Leaders are Learners … Especially When They're Teaching
Developing Leadership Goo
6 Developmental Conversations Bosses Should Have with their New Managers
Driving Sales Training Results Through Manager Coaching
The Significance of Executive Presence
What People Want in a Leader: How Do You Measure Up?
Ditigal Communication Skills: Is Your Message Getting Across?
Creating a Culture of Agility with Character Development
Building Leadership: Scaling Effective Development Alongside Hypergrowth
Fast-Tracking Psychological Safety: This Is Not a Drill!
Teaching Empathy: Driving Leaders to Success
Train Forward: Results From an Emerging Community of Practice
Three Reasons Why Virtual Teams Are Different
Leading in the Age of Technological Disruption
How to Choose a Training Supplier for Leadership Development
New Leader, New Skills
Ernst & Young's Investment in the Modern Leader
Company News
Training Industry Magazine - March/April 2020 - 1
Training Industry Magazine - March/April 2020 - 2
Training Industry Magazine - March/April 2020 - Do Leaders Skills Need to Evolve
Training Industry Magazine - March/April 2020 - 4
Training Industry Magazine - March/April 2020 - Table of Contents
Training Industry Magazine - March/April 2020 - 6
Training Industry Magazine - March/April 2020 - 7
Training Industry Magazine - March/April 2020 - 8
Training Industry Magazine - March/April 2020 - Developing the Next Generation of Talent Through Rotation Programs
Training Industry Magazine - March/April 2020 - 10
Training Industry Magazine - March/April 2020 - Leadership Development Strategies and Solutions for the Modern Workplace
Training Industry Magazine - March/April 2020 - 12
Training Industry Magazine - March/April 2020 - Leaders are Learners … Especially When They're Teaching
Training Industry Magazine - March/April 2020 - 14
Training Industry Magazine - March/April 2020 - Developing Leadership Goo
Training Industry Magazine - March/April 2020 - 6 Developmental Conversations Bosses Should Have with their New Managers
Training Industry Magazine - March/April 2020 - 17
Training Industry Magazine - March/April 2020 - 18
Training Industry Magazine - March/April 2020 - 19
Training Industry Magazine - March/April 2020 - 20
Training Industry Magazine - March/April 2020 - Driving Sales Training Results Through Manager Coaching
Training Industry Magazine - March/April 2020 - 22
Training Industry Magazine - March/April 2020 - 23
Training Industry Magazine - March/April 2020 - The Significance of Executive Presence
Training Industry Magazine - March/April 2020 - 25
Training Industry Magazine - March/April 2020 - What People Want in a Leader: How Do You Measure Up?
Training Industry Magazine - March/April 2020 - 27
Training Industry Magazine - March/April 2020 - 28
Training Industry Magazine - March/April 2020 - CT1
Training Industry Magazine - March/April 2020 - CT2
Training Industry Magazine - March/April 2020 - 29
Training Industry Magazine - March/April 2020 - Ditigal Communication Skills: Is Your Message Getting Across?
Training Industry Magazine - March/April 2020 - 31
Training Industry Magazine - March/April 2020 - 32
Training Industry Magazine - March/April 2020 - 33
Training Industry Magazine - March/April 2020 - Creating a Culture of Agility with Character Development
Training Industry Magazine - March/April 2020 - 35
Training Industry Magazine - March/April 2020 - 36
Training Industry Magazine - March/April 2020 - 37
Training Industry Magazine - March/April 2020 - Building Leadership: Scaling Effective Development Alongside Hypergrowth
Training Industry Magazine - March/April 2020 - 39
Training Industry Magazine - March/April 2020 - Fast-Tracking Psychological Safety: This Is Not a Drill!
Training Industry Magazine - March/April 2020 - 41
Training Industry Magazine - March/April 2020 - 42
Training Industry Magazine - March/April 2020 - 43
Training Industry Magazine - March/April 2020 - Teaching Empathy: Driving Leaders to Success
Training Industry Magazine - March/April 2020 - 45
Training Industry Magazine - March/April 2020 - 46
Training Industry Magazine - March/April 2020 - 47
Training Industry Magazine - March/April 2020 - Train Forward: Results From an Emerging Community of Practice
Training Industry Magazine - March/April 2020 - 49
Training Industry Magazine - March/April 2020 - Three Reasons Why Virtual Teams Are Different
Training Industry Magazine - March/April 2020 - 51
Training Industry Magazine - March/April 2020 - 52
Training Industry Magazine - March/April 2020 - Leading in the Age of Technological Disruption
Training Industry Magazine - March/April 2020 - 54
Training Industry Magazine - March/April 2020 - How to Choose a Training Supplier for Leadership Development
Training Industry Magazine - March/April 2020 - 56
Training Industry Magazine - March/April 2020 - New Leader, New Skills
Training Industry Magazine - March/April 2020 - Ernst & Young's Investment in the Modern Leader
Training Industry Magazine - March/April 2020 - Company News
Training Industry Magazine - March/April 2020 - 60
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