Where do Leaders Come From?

“Leadership is many things,” offers Shannon Smith, District Marketing Manager for Farmers Insurance in Seattle, WA.  “In addition to showing us the direction of the organization, leadership is good communication skills, empathic listening, knowing what motivates individuals, making others feel important, being available 24/7 to help people, acknowledging each question without making the individual feel like an idiot for bringing it up, rewarding achievers, inspiring others to perform, and all this while providing a compassionate ear and shoulder when necessary.”  Smith states that she works with two Farmers Insurance District Managers, Gregg Reynolds and Steve Jansen, who characterize all these traits thus earning the trust, respect, and the attention of the people in the organization.  “These two guys are involved in the community, self-confident, and unpretentious.”

However, Smith observes that their styles are very different; yet, equally effective. “They both embody these traits I mentioned; but, in different ways.  Jansen is a thinker.  He takes his time gathering, processing, and interpreting all relevant information before making decisions.  Reynolds--on the other hand--makes quick decisions and will call someone on the carpet and/or acknowledge and praise someone in the moment.”  And according to Smith, both District Managers are true to their own personalities and established value systems, are genuine, and effective in their own way.

Leadership is relational and situational according to Situational Leadership by Hersey and Blanchard.  We all relate to people differently and no two situations are the same; therefore, leaders must be able to change, adapt, and “think on their feet.”  Warren Bennis in his book Managing People is like Herding Cats, points out four competencies of great leaders: the management of attention, meaning, trust, and self.  However, the manner in which a leader performs is based on her/his own personality and communication style.  This all sounds like Reynolds and Jansen. 

Commonly thought of traits such as extroversion, charisma, humor, a strong presence, etc are not required to be a great leader.  In researching his book, Good to Great, Jim Collins found that the CEO’s of the top 11 performing companies over a 15 year period did not demonstrate these traits.  All 11 companies had “Level Five Leaders” which Collins described as “having personal humility and professional will.”  These 11 CEO’s were more like Insurance District Managers Reynolds and Jansen, rather than other leaders with the egos, charisma, and overbearing personalities of “Rock Star Status” CEO’s.

In response to the notion that her idea of leadership sounded very similar to defining management, Smith replied, “Maybe I don’t know the definition of Leadership or the differences between leadership and management.  To me, these two gentlemen are excellent leaders.”

I have to agree with Smith’s belief that if we think someone is a strong leader, then he/she is a strong leader.

Rod Mattson

CEO Mattson Communication Training

www.MattsonCommunication.com