Author: Ben Fennell, CEO, BBH London
BBH Leadership course, Class of 2012
As I write, we’ve just completed a six month, ‘in house’ course on Leadership for 30 of BBH’s finest. The course is a tangible acknowledgement that leadership skills are not simply ‘picked up’ over time. But that they have to be developed, they have to be taught, they have to be learnt.
Throughout my career I’ve been a keen student. I’ve always tried to observe, emulate and customise the leadership behaviours I most admire. From mentors, from clients, from within BBH, from history, politics and sport.
There are a couple of interesting things about our course:
– It is totally bespoke to BBH, by that I mean it is focused on developing the skills and tools to succeed in our culture.
– It is cross discipline, so in attendance are strategists, suits, producers, and those historically reluctant trainees, CDs.
– It is personal, because leadership always is. I invited the 16 speakers, 13 BBH and 3 clients, to talk about the leadership attribute that I most associate them with, eg ‘making good and bad decisions’, ‘leadership in tough times’, ‘creating positive pressure’.
– Having been exposed to a whole series of very personal, and very diverse leadership orthodoxies, one has come out head and shoulders above all others.
The power of difference. All the delegates have told me that a better understanding of their own unique strengths, and a strategy to amplify those, is the key to creating higher impact, and greater followership in the workplace.
Despite almost all of the delegates’ pre course perceptions to the contrary, they have found that BBH is packed with a range of very different types of leaders.
I think this has probably always been the case at BBH. It was the complimentary differences in personality type, style and delivery that made our founders John, Nigel and John such a compelling cocktail.
It is interesting to me that, somehow, as we’ve grown, people have started to believe that there is only one way to lead and succeed at BBH, one leadership archetype: competitive, quality obsessed and, yes, relentlessly dissatisfied.
People like myself may well have propagated that myth. Which is ironic, because I know exactly how much I depend on the difference offered to me by my closest partners. Leaders with any sense of self awareness learn quickly to assemble a team that complements their strengths and compensates for their weaknesses.
One simple example. I think in metaphors and references from sport and film while Jim Carroll, our UK Chairman, uses renaissance art and soul music. I want our people to be exposed to both, and a hundred more besides.
Jim spoke at my 40th, he stood in front of 100 people, only 10 of whom he knew and who knew him. It would be fair to say that it was a fairly rowdy and sporty crowd. He won over his audience, and nailed me with his opening line:
“Ben and I share not one personality trait”. Genius.
And that’s the point. I want our company to be filled with all kinds of different leaders: visionaries, operators, closers, nurturers, warriors, enthusiasts, rocks.
It’s the celebration of difference that makes a culture powerful and unique. It is the managed tension between different types of thinkers and personalities, that gets us to our best answers. I urge every new joiner to “keep their edges”.
I think it was Warren G Bennis that famously said that “Failing organisations are usually over managed and under led.”At BBH we want more leadership, in all its forms, at every level of our company.
I am always energised when I face the company and see a whole new cohort coming through.
I wonder if the next great horizon for our business should be less defined by our outputs: digital, social, CSR. And more by our inputs. By developing a generation of industry leaders to inspire staff, clients, and most important of all, the consumer.
The longer I do my job the more I believe that ‘Inspiration’ is the petrol you put into the tank of a creative business. It’s our fuel. It is leadership’s most fundamental obligation.
Of one thing I am certain. You can’t possibly inspire others unless you are 100 percent clear about the single question we started, and have focused, our whole course on:
‘What kind of leader do you want to be?’