A Better Way: Lead with Influence and Impact

This mid-level manager is somewhere between 10 – 15 years into her career.

She is a no-nonsense, get-to-the-point clean-up woman for underperforming business operations. 

She believes there is a better way to lead with influence and impact – but has not yet figured that out.

Senior leaders recognize her for operational efficiency. She redesigns organizational structures and aligns staff to the right roles. Additionally, she revamps policies and procedures to increase effectiveness and elevate performance.

Considering the French and Raven’s five bases of organizational power, she leans on the legitimate and expert powers. She routinely relies on positional power associated with the job title to get things done. She also taps into her expertise, skills, and knowledge to work with and through others. 

While producing desirable business results, these leadership behaviors yield employee engagement rooted in compliance and potential respect for the individual’s knowledge. They do not generate the intellectual and emotional connection that inspires team members to go above and beyond to contribute and achieve desired outcomes.

This go-getter works long hours (early arrival and late departure) and focuses on results, trusting that her impact will speak for itself and open doors to rising career opportunities.

She lacks an awareness of her leadership tendencies and the related impacts on employee engagement.

She pays more attention to results than the “how ” of getting to the results – she repeats what senior leaders seemingly recognize and reward. 

That behavior continues until something changes.

The Need for Change

What precipitates change?

  • Seeing others who do not produce results even close to what she does advance in their careers to higher-level positions and expanded responsibilities – as they build and leverage business relationships.
  • Remaining in her current position because she is “too valuable” to move to another position.
  • Becoming attentive to the leadership behaviors that work in her current role will not springboard her to a next-level opportunity.
A most powerful lesson to learn is the need to know oneself – your values, strengths, weaknesses, and aspirations. Equally crucial is understanding others' views of their interactions with you.  

Self-knowledge is the start, and self-management is a crucial partner. It is essential to have the wisdom to self-manage in various situations – with colleagues at any level – employing refined leadership behaviors to achieve optimal outcomes and results.

While retaining a coach might be beyond foresight or possibility, will learning everything experientially serve you well? 

Will you miss valuable opportunities to ready yourself for advancement to the next leadership level?

You can become the leader at the level you envision in your career – avoiding preventable career bumps and bruises and taking advantage of even greater leadership opportunities.

How to Change?

It begins with elevating your self-awareness and enhancing self-management.

I am the young manager in the story.

That’s why I am passionate about helping you in your early and mid-careers become even more effective leaders at the levels you envision – without experiencing fruitless trial and error and unnecessary career pains.

Marshall Goldsmith Stakeholder Centered Coaching™️

A key to success is applying The Marshall Goldsmith Stakeholder Centered Coaching™️ (MGSCC) methodology to develop as a leader holistically. The MGSCC, a proven approach, guarantees to produce measurable leadership growth. The approach is unique in that it engages Stakeholders (people you interact with regularly and have a vested interest in your leadership effectiveness), focuses on FeedForward instead of feedback, and employs a Mini-Survey to assess growth from your perspective (as the leader) and, importantly, from your Stakeholders’ viewpoints. 

A Call to Action

Whether an organization seeking a better way to elevate your leadership team’s effectiveness or an individual desiring to improve your impact, the MGSCC is a viable approach to position you to become the most effective you can be in bringing difference-making leadership to your organization – to your leadership role.

Want help? 

Schedule a complimentary consultation.

Lillian Davenport, SPHR, SHRM – SCP, CTACC, Principal, End View Solutions, LLC

Lillian Davenport is a coach, consultant, and women’s leadership strategist. Her leadership program, Maximize Her LeadershipSM, guides women in bringing together their talents, strengths, and executive presence to experience a thriving career.

Lillian’s career as a human resources leader includes roles at JPMorgan Chase & Co., Woodforest National Bank, and American International Group, Inc. (AIG), where she leveraged employee relations, and diversity, equity, and inclusion expertise in leadership development.