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JANUARY 30, 2006
By Jack and Suzy Welch The Leadership Mindset Success will now come from the reflected glory of your team, not from what you do I've been appointed to a senior leadership position for the first time. It's a challenging job, and I want your advice on how to approach my new role. -- Darlington Ntuli, Randburg, South Africa First of all, kudos are in order. Not for getting promoted, though that's great. But kudos because you seem to understand that being a leader means you will actually have to change how you act. Too often, people who are promoted to their first leadership position miss that point. And that failure probably trips up careers more than any other reason. Being a leader changes everything. Before you are a leader, success is all about you. It's about your performance. Your contributions. It's about raising your hand, getting called on, and delivering the right answer. When you become a leader, success is all about growing others. It's about making the people who work for you smarter, bigger, and bolder. Nothing you do anymore as an individual matters except how you nurture and support your team and help its members increase their self-confidence. Yes, you will get your share of attention from up above -- but only inasmuch as your team wins. Put another way: Your success as a leader will come not from what you do but from the reflected glory of your team. Now, that's a big transition -- and no question, it's hard. Being a leader basically requires a whole new mindset. You're no longer constantly thinking "How can I stand out?" but "How can I help my people do their jobs better?" Sometimes that requires undoing a couple of decades of momentum. After all, you probably spent your entire life, starting in grade school and continuing through your last job, as a contributor who excels at "raising your hand." But the good news is that you've been promoted because someone above you believes you have the stuff to make the leap from star player to successful coach. What does that leap actually involve? First and foremost, you need to actively mentor your people. Exude positive energy about life and the work that you are doing together, show optimism about the future, and care. Care passionately about each person's progress. Give your people feedback -- not just at yearend and midyear performance reviews but after meetings, presentations, or visits to clients. Make every significant event a teaching moment. Discuss what you like about what they are doing and ways that they can improve. Your energy will energize those around you. And there's no need for sugarcoating. Use total candor, which happens, incidentally, to be one of the defining characteristics of effective leaders. Through it all, never forget -- you're a leader now. It's not about you anymore. It's about them. I've always heard it said that "there is no profit in winning if you lose your soul." Will historians say of us: "They won fortunes in the new global economy...but destroyed families, communities, and even nations"? What do you call winning? -- Doug Flett, Edinburgh, Scotland Winning, actually, doesn't have anything to do with the markets or profits -- though it can. Winning is a personal journey. It's about reaching a destination you choose. At its most fundamental, winning is about achievement. Your goal could be creating a happy family, teaching children to read, or sailing around the world. Then again, it could be building a company that succeeds in the global marketplace. Your suggestion that economic success is somehow, by definition, morally corrupt is dead wrong. Look, winning in business is not a zero-sum game. In sports, when one team wins, the other loses. In business, when a company wins, there are usually collateral winners, too. The executives and shareholders, of course, but also employees, distributors, and suppliers. Success often leads to dozens of startups that supply the "mother" company, creating jobs, the lifeblood of any society. When people have meaningful work, they have the freedom to set goals, not just survive. They have the freedom to dream. Sure, there are those who lose their souls to profit. That old story gets refreshed with every new account of corporate cheating. There always will be corrupt jerks in every field, from the priesthood to politics. But we believe that most businesspeople want to win the right way. They want to start companies or help build them. They want to search for new ideas. They want to invent new technologies. They want a better life for their families, friends, and colleagues. Will future historians look back on these people and say their definition of winning ruined the world? Or might they just say they made it a better place?  Jack and Suzy Welch are co-authors of the best-seller Winning (HarperCollins 2005). They look forward to answering your questions about business, company, or career challenges. Please e-mail them at thewelchway@BusinessWeek.com.
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