As I noted on the weekend, I was looking forward to hearing Marcus as I’ve long argued that corporate culture and old school face to face communication skills are being pushed aside in the rush to “be social” – so I was keen to hear Marcus’s perspective on what business leaders need to be doing so as to build an engaged workforce in this social age.
Marcus made many excellent points in his presentation – many of them being simple and obvious – yet points we often need to hear again and again.
The first key take home for me was the importance of the leader in terms of how their actions ultimately determine what behaviours and what culture manifests itself inside a company. This is critical. We rush to tell companies to be social, we talk about building tribes, fans, followers, but as Marcus noted, 80-90% of behaviour (of employees) is influenced by three key factors:
- What the leader attends to, measures, rewards, and controls
- Leader reaction to critical incidents
- Leader role modelling, coaching
But How We Communicate is Changing – Don’t We Need to Change How We Lead?
In a nutshell – No!
Recalling what Marcus talked about got me thinking about how General Douglas MacArthur led the Allied troops in World War 2. His actions, his beliefs, his desire to be a leader meant he achieved more from his “team” than anyone expected.
We’ve got all these new ways of communicating in real time, with one or many other parties involved – we’ve got dozens of shiny new mobile devices that allow us to solve the problems of the world via our finger tips.
We’re setting ourselves up to fail if we haven’t got the right leadership and right leadership behaviours on display.
This is one of the core benefits I realise from being a TEC member – learning from other leaders, being able to digest the ideas from global experts like Marcus Child means I can develop and understanding of this and use this to frame my role as a leader.