A Quote by Shellye Archambeau
A big part of my job is coaching and developing. I've hired the right team. But everyone has areas where we need to improve. One of the things that I do is discuss a leadership topic at our regular meetings. And it makes a difference, because through these leadership topics, I get to reinforce our culture, the style, what's expected.
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"Leadership" is a big topic today. We know that the world - nations and communities in addition to companies - needs more and better leaders. So I wanted to explore how leaders make a difference, how they can shift a negative cycle, turn around a losing organization, propel a team to victory when conditions aren't perfect. I saw that what leaders do is build confidence in advance of victory. Then the confidence they produce makes the hope of success turn into the reality of success, because people behave differently when they are surrounded by a culture of confidence.
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
I think as far as any kind of pressure on a football team or on an individual in professional sports really depends not only on that individual but the leadership they have on the team and the leadership they have on the coaching staff. A lot of times, they can divert some of those pressures off of the individual and off of the team.
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We become overly reliant on the strengths that got us where we are today. We also become isolated as we move up in the organization. Unless we have the benefit of assessment, and unless we invite feedback on our leadership, we continue to lean on strengths that can actually work against us, and fail to expand our leadership style in a way that makes us more effective.
It's our own throat that we are cutting in the end along with everyone else's. We need to be exercising precisely the kind of leadership that might allow us to nudge China and India, say, onto different energy trajectories, in order to improve our own chances of surviving this century.
There is usually an 'X factor' that is hard to define. For HTC, I think it is our culture. We embrace the best of our Eastern roots and combine it with the best of the Western cultures where we have leadership and offices. It makes the culture colorful as well as energetic and creative.
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