Unifying Leadership
As we move toward the 2012 election season, I am disturbed by an underlying theme that has plagued the country for the past several years. With so much to do and focus on, we have seen our leaders in a continual gridlock as how to resolve the many issues that have enveloped the country. It seems that each faction is so determined to stick to their own ideas and beliefs that the possibility of coming to a consensus feels like a lofty dream. Political leadership has failed just as it does sometimes inside a company. This failure has me reflecting on the issue of unifying leadership. Below are several key approaches that I believe are integral in unifying leadership and bringing people together.

• Optimism: It has a profound effect in the way that we project our successes and respond to our failures. It is particularly pertinent in pushing through dissidence. To inspire a group, unifying leaders are not weighed down by negativity. Leading through dissidence and opposition with a positive touch is powerful stuff. These are the experiences that strengthen the bonds between colleagues by looking at what is seemingly impossible and bolstering the courage to move forward anyway. A great leader can unify by demonstrating a high level of optimism and expects the same from his or her team.
• Common Purpose: A unifying leader should listen to find common ground across differing views. He or she should be able to articulate what the common purpose is, where the group is headed to achieve it and can be flexible in shaping the purpose to gain agreement. Most importantly, unifying leadership needs to demonstrate empathy and a genuine interest in each person and their views in order to bring all together.
• Vision (with Negotiables and Non-negotiables): Part of being a leader is laying out a vision that clearly demonstrates a specific purpose, measurable milestones and exhibiting resilient consistency in pursuing it. This vision must specify what issues matter most (non-negotiable) and what is bendable (negotiable); the trick is to align these parameters to a core set of values. In doing so, it is easier and more powerful to comprehend why some matters have greater importance or weight than others. Another component of this type of vision is to lay out a strategy that shows how to get there, but has a negotiable aspect; that is, no one knows the path forward with certainty and a leader should articulate when the strategy needs shaping or a better idea.
• Do What You Said You'd Do (DWYSYD): I've often relied on this phrase. It has shaped my life and has helped guide decisions throughout my career. The point here is to instill a sense of reliability and responsibility with a team. No one can escape DWYSYD accountability. More leaders need to recognize its influence on how they bring people together. Think of how often we've been disappointed in those when they have not honored their word or fulfilled a promise. It is the very fiber of uniting people together and creating trust.
• Humility: This is probably one of the greatest allies that a unifying leader can have. Importantly, humility has to be genuine and well-intentioned. Humility allows a leader two things; to hold a deep regard and concern for others (especially those in his or her team), and self-awareness/ introspection. It creates a sensibility about what others care about and disengages the need to win or be right.
• Personal Trust: There is a natural tendency to retract (at a personal level) from those with differing views or those we don't instinctively trust. I've done it. Yet, I've learned that if we push ourselves back into these types of relationships which are not immediately positive, get to know the person and understand them, sometimes great partnerships can arise. Creating trust at a personal level across differing views allows business issue resolution to become less conflictive with possible solutions gaining momentum based on trust.

Even with opposing ideas and conflicts, a unifying leader needs to show his or her team how to conduct themselves to move forward. It is often disheartening to see our political leaders, many of whom are on the right track but get so caught up in pointing fingers that they lose sight of what needs to happen and how to bring people together in pursuit of it. There is no silver bullet in creating solidarity, but with the some of the above approaches applied, it makes maneuvering through it easier and more effective.

It's a Two-Way Street
We've often heard the phrase "two-way street" to talk about two parties putting in the same effort. This issue goes back to a past newsletter and is something that we try to emphasize in searches. Specifically, when companies are looking for talent there is more to the search than just "vetting" the candidate—you have to sell your company too. That is, there's no such thing as a buyer's market for the best talent. As a company looking to find the next impact player, you owe it to them and yourself to get them just as excited about your company as you want to be about the candidate. In doing so, first share a vision. Often, candidates are asked the same—why and how they are best for the position. It's so important to lay out the company road map so he or she can follow along with you on the journey.

Perhaps the most important part of selling, is developing a firm and tangible point of view on what is so special about the company, people, role and location. Each of these should be thoughtfully mapped out so the candidate can be intrigued and excited about all the components that make your company so great. Imagine trying to have a conversation with a candidate who cannot articulate why he is so special. You wouldn't be that interested. If a candidate senses a disconnect in speaking with a prospective employer because they haven't engaged deeply enough with him or hasn't made him excited about the kind of people that work there, how great the location is or what growth and responsibilities he will have in the role, chances are his interest will wane.

Additionally, issue a challenge. Frame the opportunity as something not easily obtained. The role requires an outstanding person who wants an adventure ride, not a freeway cruise. Unless you are looking for a caretaker, the best candidates want a challenge that will test their abilities and help them grow. Pivotal roles usually require a "builder" type candidate and they are definitely looking for a challenge.

While this may seem over simplified, selling and treating candidates the right way are the same thing. Consideration is such an easy thing to get lost in the shuffle but it creates a long lasting impression with the candidate. Please Read Treating Candidates Right. Companies that do all the little things right in consideration of a candidate really stand out and are more successful in recruiting. A great way to frame it is to handle candidates the same way you would a client. Like I said, pretty simple.

Each exchange with a candidate is part of a piece in a large puzzle as to how others view and understand your company. Show them a vision, issue a challenge, help them understand how they will fit in to the organization, articulate what is so special about your company and treat them like a client. It will make finding the next impact player more possible.

Ralph A. Cutcher