Personal Leadership Impact

Part
01
of three
Part
01

Personal Leadership Impact Case Studies - Part 1

Two examples of companies that used self-leadership to drive change and results are Zappos and Nurse Next Door.

SELF LEADERSHIP IN NURSE NEXT DOOR IMPROVED THE COMPANY'S PERFORMANCE AND CREATED BETTER TEAM MEMBERS

THE SUCCESS OF ZAPPOS THROUGH SELF-LEADERSHIP

Part
02
of three
Part
02

Personal Leadership Impact Case Studies - Part 2

Case studies that demonstrate the impact of personal leadership or self-leadership in driving change within an organization include Microsoft's CEO Satya Nadella, Popeyes' CEO Cheryl Bachelder, and Student Maid's Founder and CEO Kristen Hadeed.

PERSONAL LEADERSHIP IMPACT CASE STUDIES UNITED STATES

Case study #1: Microsoft CEO Satya Nadella

LEADER INVOLVED
ORGANIZATION
DESCRIPTION OF PERSONAL LEADERSHIP CHANGES
REASONS
  • He empowered all employees in all units towards "a positive sense of purpose" while teaching them empathy and the importance of enhancing communication through clarity to achieve the intended goals and objective set by the organization and for themselves. Thus, he instructed them to work together and focus on developing the artificial intelligence innovations of the Microsoft brand.
RESULTS

Case study #2: Cheryl Bachelder of Popeyes Louisiana Kitchen

LEADER INVOLVED
ORGANIZATION
DESCRIPTION OF PERSONAL LEADERSHIP CHANGES
  • Bachelder's case study is a perfect illustration of how personal leadership can lead to organizational success. Before she was chosen to be the CEO in the year 2007, the restaurant was loosing customers and their profits had been declining for years. Its stock price fell from $34 in 2002 to around $13. Overall, the company was sluggish, and relations between Popeyes and its enterprise owners were uneasy. Bachelder decided to enhance the experiences of the franchisees using servant leadership by instilling company culture that values the people.
REASONS
  • She believed that serving the individuals that had invested the most in the company, namely the restaurant owners, and listening to and acknowledging their requirements would produce a different system where employees are treated with respect and at the same time challenge co-workers to perform.
RESULTS
  • Due the turnaround, the franchise had improved customer experience, resulting in more loyal customers. About seven years later, the franchisees were ecstatic with the modifications and started reinvesting in the company, with several of them conducting renovations on their establishments and constructing brand-new ones worldwide. Their sales and profits simultaneously increased by 25% and 40% respectively. The company's market share increased to 21% by 2014, up from 14%, while its stock price was more than $40.

Case study #3: Kristen Hadeed, founder and CEO of Student Maid

LEADER INVOLVED
  • The leader involved in this case study is Kristen Hadeed (Founder and CEO).
ORGANIZATION
DESCRIPTION OF PERSONAL LEADERSHIP CHANGES
REASONS
RESULTS



Part
03
of three
Part
03

Personal Leadership Impact - Statistics or Insights


An emotionally intelligent leader must have deep self-awareness. The self-knowledge of a leader can influence the success of a transformation project when the leader recognizes the need for and builds skills in communication, showing vulnerability, embracing imperfection, having faith in their people, letting go of the need to micromanage, and creating and exhibiting trust with employees.

Unending Communication

  • Prosci is a thought leader in being successful in organizational change. They identify executive sponsorship as the primary marker of success in any transformation in an organization.
  • Their annual review of change projects nationally shows that only 19% of leaders completely understood their role in a significant organizational transformation.
  • There are key activities which the leaders must perform to be effective executive sponsors, and therefore there are key personality traits which the leaders must recognize and cultivate.
  • Leading a successful organizational change does not mean allocating funds, attending the kick-off meeting, and retreating to the office.
  • Employees of an organization that is involved in a major organizational change want to hear about it from two people — their immediate manager and the head of the organization.
  • Leaders and sponsors of an organizational transformation need to be present, communicate often, and build a coalition of support.
  • The personal skills requiring development include the ability to speak clearly and often about the change, the impact of the change and its value, and the ability to mobilize other stakeholders to build a coalition of support throughout the organization.

Show vulnerability

Business and the Art of Wabi-Sabi

Trust increases performance and eliminates waste

  • A research study indicated that "only 49% of employees trust senior management, and only 28% believe CEOs are a credible source of information."
  • When trust is low, in either a company or in a relationship, it levies a hidden "tax" on "every communication, every interaction, every strategy, every decision is taxed, bringing the speed down and sending costs up."
  • A high trust organization, on the other hand, is more likely to be efficient and effective. A recent study by Watson Wyatt found that high trust companies metrics and KPIs outperform low trust companies by nearly 300%.
  • Lack of trust is evident when power is hoarded, not shared. Information is power, and people who wish to retain and grow their power do not share information.
  • A leader can build trust in an organization by communicating clearly and listening intently and by respecting the truth, even when it hurts. By far, the most effective strategy is promoting people who collaborate and mentioning that skill in the announcement to the organization, as this sends a clear message to all employees.
  • Trust is a two-way street. A leader must have the personal skill to delegate and trust, assuming that an employee or team can be trusted until they give the leader reason to think otherwise. It can be a high-risk strategy with a high reward.
  • One of the examples of the value of trust in a leader comes from Warren Buffet, who is generally considered one of the most trusted leaders in the world. Usually, mergers and acquisitions of regulated companies are subject to intense scrutiny, take months, and require millions of dollars for services from attorneys, accountants, and auditors to validate all kinds of information. Recently, Buffet acquired a $23 billion company from Walmart in one two-hour meeting and a handshake.
  • The deal was completed in less than a month. It is just one quantifiable example of the value of trust in a leader.

Be the leader the team needs

  • Although not as easily quantifiable, there is significant anecdotal evidence about the value in a leader understanding what a team needs.
  • Anxious and stressed out leaders can become coercive or controlling, which restricts the freedom of individual employees from growing and succeeding on their own.
  • Leadership requires being aware of the responsibility to help employees develop the skills and resilience needed to achieve their goals.
  • Moving through a significant organizational transformation can be frightening to employees, especially those that have become entrenched in their roles.
  • Not surprisingly, the same personality traits that are required in building solid personal relationships are necessary from a leader to help the project be successful.
  • Kindness, confidence, patience, and affection are all personal traits the leader must have or develop to successfully lead an organizational change.
  • Employees need their leader's time, compassion, and respect, as well as their guidance and counsel throughout the project.
  • More than anything else, though, they need their leaders' faith to be evidenced and articulated. Having faith in a team means not micromanaging, but letting them rise to the occasion and solve the problems they encounter on their own.




Sources
Sources

From Part 02
Quotes
  • "Over the last three decades, servant leadership has risen from a noble and ethical leadership ideology stuck in religious worldviews to the very principles of how the most successful companies on the planet operate and profit. Yet, if you're not sufficiently informed of its modern day behaviors and practices as espoused by leading authors, thought-leaders, and scholars, a false perception may lead you astray. Typically, what you think servant leadership is...is usually the opposite of what it truly is."
  • "No. 1: Cheryl Bachelder, CEO of Popeyes Louisiana Kitchen Bachelder's story, documented in her book, Dare to Serve: How to Drive Superior Results by Serving Others, is the most compelling case study to showcase the power of servant leadership to reinvent a company from the inside out. This was also compelling enough for me to award her the No.1 ranking."
Quotes
  • "In 2007, Popeyes Louisiana Kitchen was in deep trouble. Their profit was stagnant, and the company stock price had taken a nose dive to $13.00. The brand suffered, and franchise owners were butting heads with corporate. It was a big mess."
Quotes
  • "“It all started with a pair of jeans. I was an undergrad at the University of Florida and didn’t have a job (or any real work experience, for that matter). I found myself wanting a $99 pair of Lucky Brand jeans, so naturally, I asked my parents for permission to use that taken-for-granted credit card, even though I knew it’d be a no. Sure enough, they told me the three words college kids dread most: “Get a job.”"
  • "Kristen Hadeed is the CEO and founder of Student Maid, a cleaning company that has employed thousands of millennials over the last decade and is known for building the next generation of leaders. In addition to leading her own company, she now helps organizations around the world make a lasting, meaningful impact on people by creating environments in which they thrive."
Quotes
  • "Organizational change is one of the riskiest, most earth-shaking things a company can do. But a successful reorg can set an organization on the path to future success like nothing else can. It’s a radical move, but often it is the only way to truly shake opportunity loose, whether a company is struggling or looking to maintain its momentum. "
  • " A new CEO turns a legendary company on its head Why the reorg was needed: After the phenomenal and long-lived success of its Windows operating system and suite of Office products, Microsoft was struggling to write its second act. The gigantic company was stagnant and rife with turf wars between major business units that often viewed each other more as competitors than partners in the same company."
  • "What the reorganization was: After being named CEO in February of 2014, Satya Nadella undertook a major restructuring of the massive company to do away with the destructive internal competition. Products and platforms would no longer exist as separate groups, but rather all Microsoft employees would begin focusing on a limited set of common goals including:"
Quotes
  • "Satya Nadella In a conversation with dean Madhav Rajan, Microsoft CEO Satya Nadella, ’97, shared the top three attributes he looks for in a leader, and why none of it matters without empathy."
Quotes
  • "Having spent over two decades at Microsoft, which led to him heading up the software giant in 2014, CEO Satya Nadella has had a lot of time to discover what it means to be a good leader. Speaking at Mobile World Congress (MWC) in Barcelona this week, Nadella explained how he has refined his thoughts on good leadership down to three main areas."
  • "And for the CEO, he not only looks for this level of leadership in those he works with, but in himself too — something he admits is not always easy to maintain every day. Here are the three traits that Nadella looks for in a leader: 1) Provide clarity"