4 more Models of Leadership Clarity – Being Clear, for Others.

4 more leaders to model when seeking to be clear so that others can brilliantly execute strategy.

Last week I posted 4 Models of Leadership Clarity. All examples were of male leaders. Although I pulled those 4 based on my research of major companies that have orchestrated change, with Clarity being a big part of that, I feel the need to add more. This post includes all female leaders.

I shared last week that although your strategy may be a smart one, no one is going to see it that way if it is not executed brilliantly. What’s often missed when moving from strategy to action is that brilliant execution can’t happen if people aren’t clear about what is needed most from them.

For people to receive your message clearly, so clearly that they understand what you are saying and how they fit, they first must have their minds and hearts open to receive your message. The female leaders I am sharing with you today, all maintain their own authentic style and they authentically care about you and others. There’s no gimmick in their ability to build others up. What I think you’ll also see and hear is that they remain authentic to themselves and to the plan for the business without taking too personally how the other person reacts. The male leaders in last week’s post do the same.

Why I call this out is that women face more stereotypes in peoples mind about how to present themselves and behave; it can be more of a challenge to be heard in the way the communication was intended to be heard. It still seems harder for many people (any gender) to accept bold moves from a woman leader and accept without harsher judgment of a women in the lead that there will be mistakes and setbacks on the journey.

The first model is Mary Barra, CEO of General Motors (GM). In this interview with CNBC, Barra shows confidence and clarity about GM’s strategy. She holds this confidence, with passion and emotional intelligence, throughout as a red-lined stock ticker is presented, followed by a chart showing the huge leap required to capture market share (author note: this market share will most likely come from an expansion of U.S demand for EV by those who currently buy gasoline-powered vehicles, and not from Tesla customers switching). I am sharing from minute 2:45 to the end (min 4:50).

The second model is Safra Catz, CEO of Oracle. She was co-CEO when she was interviewed for the video I’m sharing. Catz is a billionaire banker in addition to being a tech CEO. What you’ll experience by watching her is simply a real human who is confident in her abilities, and in the future, while being humble about herself. Being a model of confidence and humility helps create safety (empowerment, trust, respect, inclusion, etc.) throughout the workplace. And this in turn sets the stage for communication to clearly land. I am sharing minutes 13:58 -17:19.

The third model is JuE Wong, CEO of Olaplex (the interviewer is pictured in the video thumbnail; Wong will show when you hit “play”). English is not Wong’s first language, yet she has an ability to not only be clear with her words, but clear in a way that is inspiring. A related point, not shown in the video, is that Wong truly lives the brand and cares about all Olaplex stakeholders. It’s amazing to me how little known she is outside of her industry. Wong was brought in as the Olaplex CEO early in January 2020. Since then, Olaplex net sales have increased over 81%. In September 2021 Olaplex experienced a wildly successful Initial Public Offering (IPO), starting at a valuation of $1.8 billion and rising up to $16 billion, and sitting in early April 2022 at about $10 billion. I’m sharing minutes 0:46-5:48.

The fourth model is Corie Barry, CEO of Best Buy. When a leader’s purpose for being in a role and their clear purpose and vision for the company are communicated authentically, and often, clarity grows. Barry has held the CEO role for Best Buy since June 2019. In January 2020 she faced a board-directed probe into allegations of having an inappropriate relationship with another executive earlier in her career. Certainly, allegations of misconduct should be addressed internally. A leader who shows respect for those scrutinizing her, can lead through it, and have the emotional resilience to put the bigger purpose for the organization out in front, models the way of clarity. This video interview was recorded well after the probe was over, and near the end of the pandemic’s turbulence. I’m sharing minutes 0:47-1:28.

It was such a pleasure to take the time to research and share these models with you. There are so many more! If you like posts like this, let me know.

Orchestrate Life and Leadership

As a leader, do you practice leadership?

I use the phrases get clear for you, set the stage, be clear for others, and create a rhythm to describe how leaders continuously orchestrating change for their organizations. Because there will always be change required and it is you, the leader, who ensures that an ability and willingness to always be moving smartly forward is natural in your organization; it’s simply what everyone knows is expected there, and they are committed to do their part.

Choose whichever words or phrases remind you of your practice, and continue support your ability perform and to orchestrate change. Know that holding the position of leader does not mean you are practicing leadership. Consider what your current leadership practice is, and what about your business, role, workplace or life that is not yet aligned with what you really want. Now consider what can be with an effective leadership practice in place.

Your performance requires a personal practice

Continue reading “Orchestrate Life and Leadership”

Agile, Lean, and The Pivot

Nimble, Agile, Lean, The Pivot, Aligned Momemtum
Nimble: Agile Lean Pivot

As a leader, you are positioned to orchestrate change. You may have teams already working together in a nimble way, and a way in which change comes naturally. Bridge these styles (and often unique languages) together, and you will find that leading – and orchestrating change – throughout the organization comes more naturally.

  • Familiar with Lean? You will recognize the phrase “working together.”
  • Or with Agile? You will recognize “collaboration.”
  • Top leadership? You will recognize those phrases and “strategic alignment.”

    (When there is alignment and engagement and empowerment, you’ve reached a state of Aligned Momentum)

  • It is only in the state of Aligned Momentum that performance breakthroughs are possible.

    It’s up to you, the leader, to ensure that all players come together to make one enchanting sound. Make communication and clarity a top priority.

    Take Your Best Next Steps

    Best Next Steps
    Best Next Steps for Extraordinary Momentum

    This first post in the Extraordinary Momentum Series offers 5 key ideas to help you get clear about best next steps, and how you can help others get clear about their best next steps.

    When you are nimble, you are aware and open. You rarely get blocked or stuck. If you do – if someone, something, or even your own mindset or limiting beliefs – get in your way, you have what it takes to move around, over, under, through.

    Connecting people to business performance!

    From what is (now) to what can be (in the future)

    What’s in it for me? (aka WIIFM). You may be asking yourself this right now. Do you think there has been a disconnect in communication, and strategy, in corporate America? I know there has!

    When people are not communicating transparently and with empathy, the disconnect between what people do and what leaders expect (aka Strategy) grows larger.

    Reconnecting people – at all levels – into performance management systems and to the performance of the company is critical. And it is do-able! 

    The first step might be to shift from performance management to performance momentum! An Aligned Momentum program, powered by the A.M. software, just might be the transformative solution you are looking for. Feel free to reach out to me directly at lori[at]thepivotcatalyst[dot]com.

    Taking Action Against Distractions

    Distractions. While one might expect this is simple to define, I say it is anything but! Is social (virtual) networking a distraction? Is answering the phone a distraction? In my terms – with an eye on alignment between action and Strategy – I categorize these as distractions if they divert from Strategy, and as a necessary part of the day if they do not. You can only know this for you and your team if you have clearly defined your Strategy. I’ve sought out other opinions and below you will find the first of several guest posts. I hope you enjoy this post written by John Hagerman, COO of Ontend. – Lori

    It’s three o’clock in the afternoon and I’ve been busy working all day long, and I haven’t gotten one thing done that has moved my business forward an inch! I love to get things done, actually I live to get things done, you know, write the list, do tasks, and cross them off the list type of getting things done. Unfortunately, I’ve found that all too frequently getting lots of busy stuff crossed off my list means I’ve totally neglected what matters. This holds especially true when it comes to all the demands and enticements technology creates. Continue reading “Taking Action Against Distractions”