Become: The Five Commitments of Purposeful Leadership

More Praise for Become

"Become is an essential resource for those seeking to understand and harness their leadership potential. Hannum weaves theory, data, and storytelling to artfully craft a clear and compelling guide for the reader."

—LISA DEANGELIS, Director of Center for Collaborative Leadership at University of Massachusetts Boston

‘The essence of leadership is about people.’ This sums it up for me. My friend, Mark Hannum guides us through analogies and stories that underscore what it takes to BECOME a true effective leader. This is a book that will be your go-to guidepost. A great read that is authentic and thought-provoking, inspiring, and impactful. Mark has created a must-read for leaders at all levels.

—DARLENE SLAUGHTER, Chief People Officer, March of Dimes

"Finally, Hannum has put together a resource that whimsically describes the true essence of leadership—all while simplifying the complexity around the term. In Become, Hannum inspires us to find our purpose and understand how our unique talents, skills and superpowers can drive innovation. A must-read for those who are and inspire to be in a position of influence at their companies."

—AREZOO RIAHI, Senior Diversity & Inclusion Strategic Partner of Autodesk

Copyright © 2020 by Linkage Inc. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher.

ISBN: 978-1-26-045757-5

MHID:    1-26-045757-5

The material in this eBook also appears in the print version of this title: ISBN: 978-1-26-045756-8, MHID: 1-26-045756-7.

eBook conversion by codeMantra

Version 1.0

All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps.

McGraw-Hill Education eBooks are available at special quantity discounts to use as premiums and sales promotions or for use in corporate training programs. To contact a representative, please visit the Contact Us page at www.mhprofessional.com.

TERMS OF USE

This is a copyrighted work and McGraw-Hill Education and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill Education’s prior consent. You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited. Your right to use the work may be terminated if you fail to comply with these terms.

THE WORK IS PROVIDED AS IS. McGRAW-HILL EDUCATION AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. McGraw-Hill Education and its licensors do not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free. Neither McGraw-Hill Education nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom. McGraw-Hill Education has no responsibility for the content of any information accessed through the work. Under no circumstances shall McGraw-Hill Education and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages. This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise.

To Judy, Liz, and Stephanie

CONTENTS

Foreword by Thomas A. Kolditz

Preface

Acknowledgments

Introduction: Why Purpose?

PART ONE

ASSESSING LEADERSHIP

1   A Hunger for Leadership

2   The Mystery of Leadership

PART TWO

INSPIRE

3   Finding and Framing the Goal

4   The Big Why: How to Connect You and Your Context

PART THREE

ENGAGE

5   About Others: Engage and Gather the Team

PART FOUR

INNOVATE

6   Banish the Status Quo and Break Through

7   The Technical Versus the Leadership Dilemma

PART FIVE

ACHIEVE

8   Go Where You Said You Will: Structure Success

9   Power or Purpose (Always Know the Difference!)

PART SIX

BECOME

10   Leading with Purpose: Putting It All Together

Epilogue

References and Further Reading

Index

FOREWORD

Why you lead determines how well you lead.

That statement is the title of an article I published in 2014 in Harvard Business Review, summarizing the findings of a study published in the Proceedings of the National Academy of Sciences. The study, led by Yale professor Amy Wrzesniewski, demonstrated that when people were driven to lead by a mix of external motivations (profit motive or personal ambition) and internal motivations (a sense of purpose), their leadership effectiveness was significantly less than those driven to lead by internal motivations alone. The message is clear: our very best leaders are not in it for themselves, but instead are internally driven toward resolving the needs and aspirations of others and of their organizations.

Yet despite the preponderance of evidence to the contrary, leader development enterprises still attempt to sell leader development strategies by attaching leadership ability to personal gain and riches. But Linkage, Inc.—with CEO Jennifer McCollum and author Mark Hannum, SVP, Research and Development—has redirected that broken paradigm.

At Linkage, leader development is about purpose, not perks. And that, more than any other single fact, underscores the value of this book. Become: The Five Commitments of Purposeful Leadership will be the leadership book that best defines internally driven leaders. Consider Linkage’s five commitments:

1.   Inspire (provide hope and inspiration toward a future vision)

2.   Engage (offer opportunities to contribute and thrive at work)

3.   Innovate (drive new thinking and creative freedom to create success)

4.   Achieve (creates appropriate structure and clarity to achieve successful outcomes)

5.   Become (lead with commitment, courage, compassion, and self-awareness)

These commitments make clear that in order to become great, a leader must be internally driven and purposeful. The purpose of inspire is to encourage others, the purpose of engage is to include others, the purpose of innovate is to chart new paths, and the purpose of achieve is to get consistent results toward organizational targets. Only in become is the leader preeminent, and even then, the objective is deep, internal growth, not some promised array of shallow, external rewards. Nowhere do the five commitments promise adoration, or fame, or material success.

Of course, this is not to imply that success does not follow purposeful leadership. It does—and much of Mark Hannum’s research will prove just that. The Linkage Purpose Index, in fact, reveals a tight relationship between purposeful leadership and critically important business indicators such as financial performance, competitive differentiation, employee engagement, and a creative employee-driven net promoter score.

But the starting point is that purposefulness does not hinge on personal ambition or success; it is far more connected to the essence of leadership than that. Personal fulfillment is a step beyond personal ambition. Mark frees us from the tyranny of wanting too much, and by doing so, prepares us to receive much, much more.

Entire forests of trees have been cut down to provide paper for books on leadership. That’s unfortunate, because if readers had come across Become: The Five Commitments of Purposeful Leadership first, they could have saved a lot of time. Mark is a management theorist whose long career has spanned training, organization development, executive coaching and leadership development, and he brings his considerable insights to bear on a book whose premise is unique, evidence-based, and fundamentally attached to the sense of purpose that drives so many of our best leaders.

As lucidly presented as it is, this isn’t a book to be treated casually—but you will get a strong return on your investment of time. I placed demands on this book, and Hannum met them. You should do the same. Not only will you begin to think differently about leadership, but you’ll feel prompted to reconsider the way you lead. Mark Hannum’s book will help many leaders to Become.

—Tom Kolditz, Founding Director,

Ann & John Doerr Institute for

New Leaders, Rice University

PREFACE

I am a leadership consultant. My colleagues and I at Linkage, Inc., help organizations put the appropriate systems, tools, and processes in place, to improve the quality and effectiveness of their leaders. Linkage is an international leadership development firm focused on helping Fortune 1000 companies build their leaders—and ultimately, the overall organization, resulting in better outcomes for increasing revenues and profit. We have been providing the tools to help leaders improve on leaders for 25 years, creating a huge database of information on leadership skills and qualities. While I try not to change the company’s fundamental values or strategies in the process, oftentimes I find myself pulled into a redefinition and clarifying process to make the strategy clearer and easier to implement.

At its core, leadership consulting first entails making certain that each leader is the best possible version of himself or herself. Second, leadership consulting involves making sure that the leadership collective have a similar way of practicing the art of leadership. Warren Bennis, a thought leader in this specialty and a former Linkage, Inc., board member, referred to this as herding cats. As soon as you felt that everyone was on board and aligned, someone would go rogue and the puzzle would need to be rearranged. This kind of work requires one to constantly keep an ear to the ground as well as an eye open for the small tell-tale signs that someone is going in a different direction. Of course, sometimes a leader will go rogue because he or she simply misunderstands what is happening and why it is happening. This will usually result in executive coaching for that leader, or some other form of educational intervention. Third, leadership consulting means building basic organizational processes, such as leadership development workshops, succession planning systems, and enrichment education for leaders.

FROM CHIMPS TO EXECUTIVES

It is difficult to explain what I do. If I’m invited out to a party, it is much easier to stand in the corner and wait for the hors d’oeuvres to come around than it is to jump into the mix and have someone ask me what I do for a living. But inevitably people will ask me, and I will tell them that I help organizations to build their leaders. The stares I receive back are often the same reaction you get from your pet dog when she fails to understand what you are doing: the sideways cock of the head and the wide-open pupils. There usually isn’t a great follow-up question. So I describe the basic, core strategies of leadership development.

How did you get into that? is usually the question back to me.

It was a happy accident. I grew up with an Irish Catholic mother who wanted me to be an Irish Catholic priest. I wanted to be an academic and an experimental psychologist. I left ideas of seminary behind and went to graduate school to train chimpanzees how to communicate using sign language. After five years of research, my PhD evaporated with a major professor who left the university. Now I had to figure out how to make a living, and I certainly had no idea what I could be. I found a headhunting firm that did know what to do with me and found me a job working for a leadership development firm.

When a client of the leadership firm hired me, I went from being a consultant in leadership development to an underwriter at a commercial property and casualty insurance company. I learned the trade and also found myself working for some difficult leaders. In a commercial property and casualty insurance company, the job is to evaluate businesses to see whether or not they are insurable and at what price. Each file is a puzzle that has to be figured out. And I was very good at figuring out the puzzle because I focused on the leadership and management style of the potential insured.

Very quickly, I was promoted to trainer and then a developer of the training. I became the chief of staff to several high-ranking leaders. Finally, I jumped ship to join Hanover Insurance, a company that promised a new type of organization with a new type of leadership. As I progressed in learning about insurance, I also became enamored with what I was learning about organizations and leadership from Hanover’s CEO, William J. O’Brien, and his reincarnation of the company.

At Hanover, I had started on the business side and I ended up on the organizational development and training side. As I tried to find my way in the home office, I became attached to the CEO’s major project with MIT’s Center for Organizational Learning. I got to work with the faculty at the Sloane School of Business, a gaggle of young PhD students, and some of the best organizational development practitioners in the country from companies such as Ford Motor, General Motors, the Walt Disney Company, Analog Devices, and In-Focus, as well as a host of technology companies that eventually got acquired and merged into what is now Silicon Valley. I learned the difficult skill of systems thinking. I also learned how to consult. Most importantly, I was learning leadership. I was not just learning how to be a leader by leading, but these experiences put me behind the curtain examining leadership with skilled, thoughtful practitioners who, by and large, became some of the gurus of leadership in the world.

GETTING PAST MY AMBIVALENCE WITH LEADERSHIP

This brings me to the real irony of this story, not one that I often share at the cocktail parties. You see, by the time I got to Hanover, I wasn’t a big fan of leadership in general or specific leaders I had worked for in my short career. I grew up in the sixties. I remember the assassination of three gigantic leadership figures: John F. Kennedy, Martin Luther King Jr. and Robert F. Kennedy. All three were still in the process of telling us who they were, what they wanted to accomplish, and why they wanted to accomplish it. All three were still very young men. All were flawed in some ways, focused and engaging in other ways. I watched all three lose their lives, I was also cognizant that we didn’t lose the dreams they left us.

It also was easy to see many other leadership failures in the 60s and 70s: failures in the conduct of war, in the management of public protests on college campuses (not just Kent State, but certainly highlighted by it), and in the handling of domestic terrorism, as well as criminal conduct in the White House. More local to my hometown, the largest business in town—a factory—closed, and the employee pensions were stolen. Employees’ healthcare was taken away. My friends and their families moved away so the parents could find work. My classmate’s mother, whose husband had lost his job in the factory closing, died in childbirth because of poor care. My heroes in the local high school returned from Vietnam, and I served as the altar boy at their funerals. Leadership always seemed to be attached to something negative.

It wasn’t all negative, of course. Even as some people predicted the fall of civilization, the Beatles were producing sounds that were making a positive difference in all of our lives. I got to see the future when my family went to the New York World’s Fair. I started to understand the words and poetry of Bob Dylan. I watched as NASA thrilled us again and again and ultimately had a man walk on the moon. I saw Disney World.

I learned a lot about leadership: organizing people and keeping them interested through the drudgery, innovating experiments, and dealing with the administration and the media. I worked for consultants who theorized how to create great organizations but couldn’t manage their own. I jumped into the difficult world of financial services and learned that people who could manage the money got the leadership jobs, even though leadership is about people. I worked with leaders who were ineffective, even toxic. I worked with leaders who lacked character, training, and discipline. I grew cynical and skeptical of leadership. I doubled down on that cynicism by being a clunky but overly ambitious leader myself.

I also learned that there are great leaders. Leaders who spelled out a direction, cared deeply for the people that they worked with, knew how to organize people to succeed, and knew how to pull the levers of power and use symbolism. These people had leadership chops. They certainly had the ability to pull people together to accomplish a goal. They had a knack for communicating and inspiring. They were the very definition of courageous and bold. As I came to know these leaders, my cynicism softened. My discernment deepened.

STUDYING LEADERSHIP

Leadership is not one skill but a demanding complex of skills. And what I know now is that leaders are the individuals who set goals that we all want to achieve, shared goals. Leaders also have a positive impact on people and situations. I’ve learned that effective leaders, the ones I would follow, are elegant: simple, humble, focused, and positive. The good leaders I have worked with over the years have not changed this belief, nor have the bad leaders.

When I finally got deep into organizational theory and leadership at Hanover, I had the benefit of working with a generous and pioneering set of thought leaders who worked with us and our CEO, William J. O’Brien. Most notable were Peter Senge, the author of The Fifth Discipline; Chris Argyris of Harvard University, the consultant’s consultant; Russell Ackoff, author of Management f-Laws—the flaws in both leaders and the practices of leadership that get embedded in organizations; Donella Meadows, who helped conceptualize the archetypes of systems thinking and personally mentored me; Henry Mintzberg, the management theorist; Edgar Schein of group process and organizational culture fame; and Marvin Weisbord of Future Search. While they probably don’t all remember me, I remember their streak of cynicism that kept me off balance and the touch of optimism that kept me intrigued. It was at Hanover that leadership became a subject for me as opposed to an object. I studied the subject of leadership. I read book after book on the subject, and passed up on many more.

The next big iteration of my engagement with leaders and leadership came over 15 years of consulting to leaders trying to build leadership systems, strategies, and organizations. Through building competency models of leadership to building leadership systems for companies to working with leaders to transform their organizations, I learned even more. First, we are all leaders: In any organization trying to elevate itself, we all lead the change. Some more visibly than others. Some with words, and others with actions. We all want