Reflections on leadership: seven lessons and two concerns about authentic excellence

I started my working life with a love for body movement, shaping people’s minds, and aesthetics. Trained in all matters psychology and education gave me a professional grounding to understanding body and mind connection from an early age. In College we spent 5 days in class and one day playing on stage – and I loved how they complemented each other. These were the key bricks in developing self-awareness; in hindsight this was my first step into leadership, without even knowing about it.

My journey has been like a Scottish shower – warm and cold, alternatively.

I have summarised it in seven lessons:

Lesson 1:

It’s the early passions which shape you, listen to them. Sometimes you need somebody to help you with a few tools to re-find them. It’s not always easy by yourself! 

I then followed my avid interest in human and economic geography – which started with being curious and intrigued about the relationship between people and places.  This transcended into the use of data and analytics to unveil key nuggets for better decisions. We developed this into a business helping executives see how they could add value and competitive advantage across industries.  

First visit to the UK/ OS was a cultural shock which became a learning challenge I fully embraced. Within one year we shipped 3 tonnes of technology/equipment from the Cambridge Science Park. When we had it all set in place (including the bathroom!) I could not remember the password. This was pre-Internet and early email days. I was pioneering in a raw local context, and I was fortunate to meet one decision-maker who could see the benefit of what we were doing. This is how I was able to come to do my MPhil in Cambridge. (The first MBA had just started but I could not afford two years away from the action).

While at the Judge I was doing my academic work by day, my family helped with the kids to school and back. I run the team and ‘did’ company work by night. Networking opportunities were scarce and were primarily driven by banks and management consultancies recruiting us as most desirable talent.

Lesson 2: 

Combine passions with ‘lack of something’ which you are curious about. In this way you solve bigger problems while continuing to challenge yourself to grow

We did not have digital maps in Eastern Europe – in fact maps were not considered important for economic development. I did not have role models in my business career, and I wasn’t intentional about a path – but I have always had self-belief.  Being people-oriented, a strong advocate for education and nurturing young talent (overall, in Belbin ‘language’ a Resource Investigator and Shaper with a very open mind), helped me enormously to create a technology company from scratch, as a total non-technologist before I turned 30. Imagine running a team of clever engineers!  My husband has a similar outlook on life, he is a problem solver and risk taker himself – and, luckily, more of a technologist!

It took four years to train a data engineer, we eventually created Digital Terrain Models for 60 countries which were mission critical for GSM networks and pilots training.

Planning telecommunication networks with the descendant of a famous author, sitting on cardboard boxes in his new office is something which will never leave me. Or fuelling with fit for purpose data a state-of-the-art meteorology radar systems with biggest players in the industry. When I signed the first seven figure contract I fainted in the car park – by then I had surrounded myself with people who caught me before I fell!

Lesson 3:

Feed your stamina. When cutting the ribbon, the first ambassador told me: this is a tough environment, and success is all dependent on your personal stamina.  This has always rung true!

As founders we had to invent and innovate a way to lead and develop people especially when and where I started in a raw, post-communist context.  I had to breakthrough in a male-dominated context – and using my personal and professional image with strong integrity as a personal lever was a success. I used my attire to best effect, I never dressed like a man. And had my favourite rock to sit on in a fast-flowing mountain river. A pierce of that rock is the nearest to my favourite cultural artefact now sitting put in the garden.

In tough negotiations I even brought in my driver, who had been an SAS man; I only asked him to be there, silent and wearing his elegant suit well – just to change the dynamics of the negotiations.  It worked, every time!

There was no choice – we had to think out of the box to handle difficult and challenging situations.

Another thing happened:  while at the Judge I met then HRH now HM King Charles and as I do with everybody I meet:  I invited him to visit us. Two years later he did. It was an incredible recognition for all that we had achieved by then!

Lesson 4: 

Keep doing what you are doing, and people will notice – and recognise the value you create.

At all times I felt fortunate to build on my earlier education which taught me about my strength to influence and nurture (some of the time tough love!) within a structure.  What I learned from my parents on work ethics, integrity and the power of good posture and impeccable handwriting were great starters for me – and they are my core, still. 

My father had been leading the Fire Brigade which was part of the military at that time; I became aware of him spending two years in retirement learning how to become a civilian. His values – and personal brand – were strong – and he was building on those strengths for his new chapter in life. I can see so many parallels to what we do in careers and life today.

Later on, my tutor at the Judge School recommended that I should read about negotiations with the Chinese Army.  I can’t tell you how helpful that was – and the various ways I had to adapt my cross-cultural wisdom.  Learning continues!

Lesson 5:

Get fit for your executive life – it is a marathon, not a sprint. Use all your resources (values, education, intuition, image aspirations, your ability to think out of the box) to make the best of it.

There are people and events which define your leadership style, inside out. These are your gems, your differentiation, and the source of your power.

A multinational customer asked me to train their Board members in etiquette, but I was there to sell data science. A decade later I remembered that conversation when I started Image Ability, so I am going full circle to my early passions about body and mind, and I am capitalising on all the soft skills expertise I have gained in the meantime.

Lesson 6: 

Your personal image is how your think of yourself.  It is your powerful leadership asset if you keep it warm, trained, and fit.

This is probably the simplest and yet most complex of all:  our professional image is up to any one of us to shape and realise; there isn’t an alternative as it cannot be bought in shops.

Two concerns I have

There are too many gurus around encouraging everybody to become entrepreneurs. I don’t think that’s always the right path indiscriminately.

The litmus test: 

1.  How unreasonable are you now in your thinking and doing? 

An entrepreneur would be something like this: 

• If somebody tells you ‘You can’t do it, you never will’.  Do you say, ‘let me show you’? or give up? Clue: an entrepreneur doesn’t give up but learns when to stop – and start again.
• You are all in one:  detective, journalist, chef, carer, motivator, creator.
• You don’t put your seat belt first.

 2. How creative and innovative can you be? 

This reminds me of the market research in the 70s: companies across industries were persuaded and led to believe by market research companies that what people answered in interviews was the only way to inform strategy.

Even in the late 90s we were still struggling with agencies to prove that data is about what people do, not what they say.  And they called themselves experts in creativity!

With data fuelling everything, it is easier to now see better what’s what and who is who. But you need to have the right attitude towards data-driven strategies, your intuition, discerning and informed judgment, which are most valuable upskills to make the most of the opportunities. Nobody can do it for you!

In truth –

If you are or wish to become a (narrow) expert, you are most likely developing a career led by others.  If you are a wider thinker and doer, perhaps evolving into a ‘multi’, you might possibly be a disrupter or a leader. While you are most of the time on your own, as a leader you are also a terrific team player.  The only issue with the latter is that people will struggle to pigeonhole you.  But that is their problem.

Both being and expert and a multi requires passion for the topic(s), a passion to share what you know.  I have met narrow experts who have a strong ability to package and productise, and they are gold in a team.

Lesson 7:

Never lose track of who you are.   Take time for self-awareness and master your questions.

When you are poised for authentic excellence (which is the opposite of ‘average’) seek to work with people who have the executive and entrepreneurial experience: those who do not talk from books, but from their lessons, their own Scottish showers. By far, this is the most valuable learning.

What lessons have I learnt along the way?

Confidence will take you places. Don’t wait to have the perfect path or map in front of you.  You have to create your own, others’ recipes for success and failure might not work for you.    

• Your personal and professional image is an asset, but you have to work at it in a structure, not random or as an after-thought.
• Verbal and non-verbal communication is more powerful than you think.
• Experiment, create your own path. 
• You can be an expert and multi – in various stages and contexts.
• Remember that sometimes bigger and greater are the enemy of ‘good’ and, indeed, good fit.

Find a sponsor or a mentor you like and who inspires you. Not so easy three decades ago, but eminently possible now.

Today’s graduates (MBAs, EMBAs and all those aspiring to a wider range of other acronyms associated with advancement and excellence) are exceptionally fortunate to have inspirational, empathetic coaching and mentoring.  When these are backed up by genuine, lived-in experience they can only accelerate one’s journey of innovation and impact.

Summary

• It’s the early passions which shape you, listen to them. Sometimes you need somebody to help you with a few tools to re-find them. It’s not always easy by yourself! 
• Combine passions with ‘lack of something’ which you are curious about. In this way you solve bigger problems while continuing to challenge yourself to grow. This requires courage.
• Feed your stamina. Innovation and re-invention keep you and your stamina fresh, always. 
• Keep doing what you are doing, and people will notice – and recognise the value you create. This requires consistency and integrity.
• Get fit for your executive life – it is a marathon, not a sprint. Use all your resources (values, education, intuition, image aspirations, your ability to think out of the box) to make the best of it.
• Your personal image is how your think of yourself:  it is your powerful leadership asset. Warm it, train it, keep it fit. Now go and realise it.