Learn what it takes to become the type of leader that attracts top talent that sticks around, and be held in high regard by senior management.
- I know a lot about magnetic leaders. You see, I used to repel talent. I actually didn't do this on purpose. It happened as a result of being an inexperienced leader, who was not very self-aware. I also didn't manage very well under pressure. I realized I needed to change, so I spent a lot of time and a lot of headaches, learning and researching how to draw in top talent.
Since my revelation I've gone on a mission to help managers become magnetic leaders. I'm going to share ways you can transform yourself from manager to magnetic leader with minimal effort. My definition of a magnetic leader is someone who appears to effortlessly attract and retain talent. I say effortlessly because these people are so good at doing this that it appears to happen naturally.
First, you have to commit to wanting to be a magnetic leader, as becoming one will require that you move out of your comfort zone and may at times feel like work. However, I promise you that the effort will pay off. Next, you have to examine your own behaviors and figure out which ones are worth keeping and which may need adjusting. It's really hard to do this by yourself as it's difficult to know how we really come across to others.
I suggest you hire a coach or ask a trusted friend to do some data gathering for you. When I do this for my clients, I usually interview their subordinates, boss, peers and sometimes, customers. This approach allows me to provide them with a 360 degree view of their performance. Some behaviors, also known as traits, that are common among magnetic leaders include: authenticity, transparency and resilience.
In my book, The Magnetic Leader, I write about Larry Broughton, CEO of Broughton Hotels. Broughton knows a lot about resilience. The major event for him was the market downturn in 2001. Here's what he shared with me, "before the downturn I was flying high and making lots of money." Soon after he had 84 dollars in the bank and a wife who left him with a six month old baby.
He went on to say, "I realized that I had to change." Broughton refused to take failure as an answer. Today he runs a successful full-service hotel management company and employs several hundred people. As you think about your own style of leadership and the kinds of employees you are trying to attract and retain, I'd like you to think about what most would find appealing.
For example, if you're working in the tech industry, I'd imagine people would be seeking leaders who encourage their people to innovate. Someone who creates an environment where it's safe to try new things and fail. For we know that innovation doesn't always happen on our first attempts. Take a look at your behaviors with an eye towards making positive changes. Pay particular attention to how people in the organization view you in terms of authenticity, transparency and resilience.
Work on demonstrating your behaviors in a positive way every day and it won't be long before you are considered a magnetic leader.
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- The first 90 days
- Building productive relationships
- Why engage your employees?
- Influencing employee commitment
- Managing your former peers
- How to go from friend to boss
- Developing the skills needed to be an effective manager
- Becoming a magnetic leader