Vice President, IBM Talent & Transformation | Author | Public Speaker | Passionate Diversity & Inclusion Leader | Networking Champion.
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Jessica owns a small shipping company out in the Midwest. After obtaining a packaging science degree from one of the handful of universities that offers it, Jessica went to work for a major retailer who needed fresh ideas on the logistics team. The job was invigorating at first, handing Jessica many opportunities to put her creativity to work solving novel problems. Fast forward two years: Jessica recognized that her dedication to the job and innovative ideas were not leading to any professional advancement. In fact, Jessica discovered that the leaders in her own department lacked the ability to inspire the team and leverage the gifts of the talented people on the team.
The solution? Stop jumping for someone else and start moving and shaking to secure your own future.
Jessica decided that it was time to go into business for herself. Only in her early 30s, Jessica is among a growing cadre of her generation who have found success building something from the ground up. Jessica's business model targets niche shipments — if it needs to be transported in a bed of dry ice or carefully protected because of fragile components and awkward dimensions, Jessica is the person to contact. Invention is the name of the game in her business; every shipping challenge is met with a distinctive and effective solution.
Is Jessica's success an exceptional story? Not at all. In fact, I know lots of "Jessicas" out in the workforce. These leaders have several significant traits in common, namely strategic thinking, inspirational determination and the ability to unleash innovation.
Strategic Thinking
Managers implement what leaders envision. What sets entrepreneurial leaders and corporate leaders apart in a crowded field of climbers and posers is their ability to think strategically. Consider Jessica's thriving business. It is built on the assumption that shipping needs a decade from now may look a lot different than they do right now. In Jessica's setting, strategic thinking entails imagining what her customers will need before they do.
While occasionally an innate skill, strategic thinking can be learned and enhanced. Strategic thinkers are not reactive. They are never waiting on someone else to craft a plan or wave the green flag. Instead, strategic thinkers are forward-leaning. Strategic thinkers are self-motivated and are willing to take the hits if the hits advance the vision that they have created for themselves, their brand and their organization. Ask yourself: What part of my leadership portfolio is strategic? Am I concerned about the long view or only my immediate line of sight?
Inspirational Determination
"ID" may sound lofty, but it is really quite simple. The best leaders are gritty leaders who instill grittiness in those who work for them. In Jessica's business, there's an assumption that some projects will require late nights and all sorts of trial and error. With this in mind, Jessica puts in the long hours and does not easily ruffle when a project does not go as expected.
Leaders with ID are determined to satisfy customers and build upon the business' success. Because they are "all in" with the above, they inspire their teams to dig deep and meet them in the trenches of hard work.
Unleash Innovation
Jessica is motivated by learning something new. She's also fueled by shipping projects that pose complex challenges and stir the juices of pioneering solutions. This passion for innovation is infectious. In fact, members of innovative teams are given spaciousness to learn new skills and to create and test their own ideas with real time-scenarios. Innovation should be rewarded with promotions, bonuses and opportunities to contribute to the research and development arm of the business. Again, the innovation is modeled by successful leaders.
The Takeaway
Successful leaders can balance their vision with the creative work product of the team. Recognition of innovation should always be in the leader's front pocket. Providing space for the trial and error that accompanies innovation is also incredibly important.
Jumpers know how to take and enforce someone else's vision. Movers and shakers — successful leaders — leverage strategy, determination innovation to set their leadership and organizations apart from the competition.
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