Posts Tagged ‘Leadership’
28th July 14
Posted in leadership
Author: Jim Carroll, Chairman BBH London
I am not a leader.
It took me many years to realise it. Indeed I was in a position of some responsibility when the truth dawned. I finally understood that I am in a relationship business, but I’m uncomfortable with relationships; that I shrink from delivering bad news, when I should be characterising it as good; that I am emotionally squeamish, when leadership requires psychological strength. I was a disappointment to myself.
Despite, or perhaps because of, this revelation, I have remained interested in the art of leadership. What defines a great leader? How do you spot leadership potential? Can you train it, learn it, define it? I’m aware that a wealth of airport management books endeavour to answer these questions, but I confess I’ve never felt compelled to read them. Let me offer my own, admittedly simple, perspective on the subject.
In the course of my career I’ve been fortunate to have worked with quite a few great leaders. And I have to say that, on the face of it, they have little in common. Some were passionate and visionary, others were practical and pragmatic; some were sensitive and personal, others were pugnacious and combative. None was in any way a perfect paradigm. Indeed all have been flawed, often in very engaging ways.
But there was one particular thing they all shared. Their leadership style was consistently an extension of their own strong personalities. They were authentic, but they were also larger than life. Their very real virtues had found a louder voice, a bigger stage. They were hyperboles of themselves if you like.
Leadership in my experience is The Amplified Self.
This analysis has led me to a relatively straightforward piece of advice for the aspirant leader: establish what you’re good at and do it in a bigger, bolder way.
And yet this is easier said than done. ‘Know thyself’ was inscribed above the Temple of Apollo at Delphi. It was a resonant maxim precisely because self knowledge is so difficult to achieve.
I probably spent the first ten years of my career working out what I had to offer professionally. However much my appraisals identified the occasional virtue, I couldn’t help concentrating on the cited shortcomings. Because they were the same shortcomings year after year: a sluggishness with spreadsheets and Harvard Graphics, a lack of commercial rigour in my arguments, a failure to make eye contact in meetings. Like a diligent student I would concentrate on addressing my weaknesses. But however hard I tried, with every passing year my appraisal changed very little. And I never did win that IPA Effectiveness Award…
I think there comes a point in everyone’s career when we give up addressing the faults we cannot correct, the blemishes we cannot wipe clean. The point in one’s career when one focuses on building on strengths and virtues, accentuating the positives rather than eliminating the negatives. And I think that’s the point that one finally gets to discover one’s true leadership potential.
If you think you have the charisma, stamina, vision and appetite to lead, don’t spend your time reading the text books, mimicking your predecessor, emulating your hero. Don’t be someone else’s shadow, their pale imitation. Don’t try to be someone you’re not.
Look in the mirror. Isolate your truest strengths, the ones that set you apart, that make you unique. And turn those strengths up to eleven.
Be your own Amplified Self.
8th July 13
Posted in Brands
AUTHOR: MICHELLE GILSON, STRATEGIST, BBH LONDON
I have always been a fan of observational comedy. Before I knew what Planning was. Before I even knew what I wanted to be. But reassuringly I once was told that good planners are like good comedians, in that they pick up on insightful human truths and deliver them in a captivating way. If I become the Peter Kay of Planning one day, I’ll die happy.
I recently saw the comedienne Sarah Milligan’s tour broadcast on TV. She had a brilliant phrase which stuck with me. “In life people are either bumper cars or dodgems”. Of course they are the same thing. But the point she was making was some people prefer to navigate life, whilst others prefer to push from the front. Personally, I lean more to the former. But beyond that, it got me thinking about how I view brands.
My whole life I’ve always been attracted to brands that set out to include me, as opposed to those that showed me the way. Growing up I was never taken with Nike ads, nor with Apple, nor Virgin. Instead I always warmed to brands like Dulux, Tesco, Ikea, Coca Cola and British Airways. The deliberately inclusive brands that made me feel welcome and at home.
Our CEO Ben Fennell posted here recently asking ‘what kind of leader are you?’ His point was that the business world goes round thanks to quite different types of leadership. Are you a nurturer or a visionary, an operator or a warrior and so on? And the same is true, it strikes me, for brands that are leaders in their categories.
Judging on how they behave and make me feel, I believe there are two classic categories of brand leader: Empathetic vs Emphatic. The former want a dialogue and seek to communicate in a way that relates closely to their audiences’ lives. Emphatic leaders, by contrast, tend to enshrine their own vision and qualities. ‘Buy me and you’re saying something about who you are’, says the Emphatic brand. ‘Buy me because we understand who you are’, replies the Empathetic brand.
Of course I’m not saying one is better than the other. Both friends have benefits. While Empathetic leaders offer a caring, accepting and optimistic tone of voice, the empathic brands will ooze confidence, inspiration and authority. They can be useful, even a source of inspiration, in different ways:
And while empathetic leaders behave in a fun, inclusive way, emphatic leaders always feel dynamic, adventurous and unpredictable:
My Dad used to say “one man’s meat is another man’s poison” when it comes to picking a partner. But truthfully that analogy feels too extreme when applied to our relationships with brands (probably due to significantly reduced commitment when it comes to purchase and consumption).
And yet I’d wager most of us do want both spicy and safe in our lives. And often we won’t look to one person to provide everything, we’ll pick and choose friends, family and a partner that offer different qualities. And, accordingly, even thought I’m an Empathetic brand lover at heart, I confess I shall probably get some glee next time I’m forced to wear my Nike’s to the gym, or light up my iPhone. And further more, may even attempt to bump some cars next time at the fair, rather than dodge them.
26th April 13
Author: Ben Fennell, CEO, BBH London
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?’
9th March 10
When we first heard about The International Exchange (TIE), we were immediately impressed and a little scared in equal measure. TIE is a rare and radical thing: a magical combination of social change and personal development, with a difference. This isn’t a series of talks in swanky conference centres: TIE puts you on the ground where you’re needed, testing everything you think you know about the communications industry along the way.
In a sentence, TIE marries the skills of an individual in the communications industry looking to be stretched professionally and personally, with a project in a developing country needing their time and skill (at this point in time TIE’s focus is Brazil). The experience is like no other, as people who’ve taken part so far testify:
Check out more case studies on TIE’s site: they are an inspiration and an education in equal measure.
We’re happy to say BBH has signed up to take part, so we caught up with Philippa White, TIE’s founder, to hear more about the idea. Read full post