Mar 6, 2024
Mark Williams, CEO and managing partner of Brokers
International shares insights from his book, "Lead, Don't Manage:
12 Lessons in Creating a Leadership Culture Based on Core Values,"
which addresses gaps in leadership attributes. Mark shares the top
three leadership mistakes and their root causes, including issues
related to hiring and the impact of technology on workload and
burnout prevention. He also discusses complexities of managing
productivity in a technology-driven world, featuring a quirky
theory of assigning numbers based on project-handling
abilities.
https://bit.ly/TLP-399
Key Takeaways:
[02:10] Mark shares a crucial lesson he learned from
his military days: the difference between respecting a leader and
personally liking them. Jim and Jan asked him if today's
younger workforce would willingly work for someone they respect but
don't necessarily like. Drawing on his experience as a professional
and parent, Mark shared insightful perspectives. He also reflected
on whether the current generation is ready for challenges,
comparing their experiences with the resilience of past
generations.
[06:16] He shares his career journey from
stockbroker to CEO and discusses his motivation to write his book,
"Lead Don't Manage". He identifies a gap in leadership skills,
inspiring him to compile twelve essential lessons in "Lead, Don't
Manage: 12 Lessons in Creating a Leadership Culture Based on Core
Values." He also talks about the challenges of middle management in
today's streamlined companies.
[15:40] Mark shares the top three leadership mistakes
we're all making. Jim raises a big-picture question on the root
cause behind these mistakes. Mark identifies the wrong person in
the right seat as a common issue, often originating from hiring
missteps. He also shares his insights about the impact of
technology on workload and the challenge of finding the right pace
to prevent burnout.
[24:35] Marks talks about the complexities of managing
productivity in the evolving landscape of technology and
data-driven decision-making. He also talks about the struggle of
finding the sweet spot between individual productivity and
management capability. He discusses a quirky theory of assigning
people numbers based on their project-handling abilities.
[33:41] He share a personal experiences of repeating
mistakes and discusses the intersection of effort, grace, and the
desire for change.
[37:47] Mark expresses his desire to make a positive
impact on people's lives and shares a guiding personal quote: 'If I
can help you get where you want to go, I end up getting where I
want to go.' It's the ripple effect of positive influence and how
small acts of kindness or guidance can lead to impactful
outcomes.
[39:41] Mark talks about the realities of work-life
balance and leadership. He shares insights on burnout, emphasizing
the importance of setting boundaries. He also discusses the impact
of technology on our lives, and Mark leaves listeners with a
powerful challenge: know your strengths and be open to seeking help
where needed.
[41:28] Closing Quote: Remember, the test of
leadership is not to put great into humanity, but to elicit it, for
the greatness is already there. - James Buchanan
Quotable Quotes:
"As leaders, sometimes you have to make difficult
decisions, and they're not always liked, but that doesn't mean
everyone's going to like it."
"I think today people expect everything to be warm and
fuzzy, and oftentimes as leaders, sometimes you have to make
difficult decisions."
"It's harder to be a middle manager today than it used
to be."
"There's a lot to navigate in a company, especially
the larger the company, the more opportunities, usually for
internal growth."
"If you're not making mistakes, you're not working.
Just don't make the same mistake twice."
"Communication is incredibly important, and a lack of
communication can be horrible."
"Technology has made people's jobs harder. Instead of
accepting all the advances and making your life easier, we're
putting more on people."
"Balance, not burnout."
"I think as a leader, if you're not granting your
employees the ability to make a mistake, you're doing something
wrong. There's a lot of trust in knowing that an employee can make
an error, and it's not the end of the world. It actually can be a
really good thing."
"I think those of us that do go back that far, we do
have to remember we are asking a lot of people, and it is overload
sometimes. And it is really up to us as leaders to figure out what
pace is actually doable."
"Learn to know what you're really good at and be open
to the things you're not and manage yourself that way. There are
lots of things that I do really well and there's lots of things I
don't do really well. And I know them, I know a lot of them and I'm
willing to take criticism."
"Understand and know what you're good at and be
willing to get help on what you're not, and you'll be a much better
leader."
"The test of leadership is not to put great into
humanity, but to elicit it, for the greatness is already
there."
Here are the books mentioned in this episode
Resources Mentioned: