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The one question you always want to ask a successful person in a senior leadership role is “How did you get there?” In developing your own career, you learn more from hearing what worked – and didn’t work – from senior leaders and hearing their wisdom than from any other source.
We are embarking on a series of interviews with leaders who exemplify success for us. In their words are insights that can give you direction for moving your own career forward.
To read a summary, written by Michael DeVenney, of the past 12 interviews this year - click here.
| Ian Thompson - Surround Yourself with the Right People |
Bluteau DeVenney and Company (BDCO): What did you do to move to a leadership role?Ian Thompson (IT): Not much, at least not consciously. As a kid I was often captain of the team or leader of the cub pack; I guess I had a capacity for leadership. In the working world, I’ve tried to be an independent thinker while encouraging others to find their own routes to success. For me, I think leadership grew out of a sense of independence and self-confidence. (BDCO): What is one thing that developing professionals need to do more of?(IT): People often confuse leadership with giving direction. Leadership is more about influencing; it’s not about telling people what to do and how to do it. Brian Mulroney used to say: “Nobody works for you anymore – they work with you or against you.” So, in my experience, being prescriptive is less likely to produce the outcome you want. Setting a good example is a good start. You also need to ask good questions, be supportive in difficult times and deliver praise and constructive feedback regularly. You can help others understand their strengths and weaknesses, to become more self-aware, and show them that this awareness can help them become more influential. People wanting to develop their careers need to think about how best to cultivate the capacity to influence in various settings. (BDCO): What about doing less of?(IT): I think less time in your office is a good thing. Getting out in front of other people, listening to what’s going on, responding to questions, watching how others relate to one another, watching how things are getting done – these are all important. And learning about best practices in other regions and other countries is important? What are the smart people doing? How is the world changing? It’s hard to think about those things when you’re sitting in front of your computer. (BDCO): What experience helped you the most in your career and why?(IT): Crises help. And, absent a crisis, particularly demanding projects help; they provide the opportunities that define you, for yourself and for others. In difficult times, people wonder where leadership will come from; maybe they’re anxious. They will be watching to see how you react and respond. For me, the unanticipated situations are the ones that defined me as a leader. You find yourself in the middle and others are looking to see what happens next. I’ve had a few of those and, imperfectly I’m sure, I muddled through. For me, the key in a crisis is to quickly assemble the best possible team. Then you need to set the direction, monitor progress and stay out of the way. (BDCO): What was the greatest challenge moving your career forward?(IT): I never had a big plan; I haven’t followed a prescription. I just looked for things that looked like they’d be rewarding and fulfilling. I’ve tried to consciously stay open to opportunities and to change, and that’s worked for me. The journey’s not been without bumps; some would prefer a more predictable and stable career path. But experiences are what life’s all about. You need to welcome the challenges and the occasional criticism to enjoy the rewards of leadership. (BDCO): What is the greatest strength of your approach to leadership?(IT): These are hard questions; I’m no expert. But, for me, listening works better than talking. And always having the right answer is not essential. Obviously there is a time when you need to express your opinions and perspectives but I’ve been successful due to the people I work with. When you choose the people around you wisely, set them up to be able to work effectively, ensure that they have the resources they need, and provide them with appropriate challenges, you’ll do well. My role is to ask questions, support and help colleagues in their thinking and be thoughtful about their perspectives. Inevitably, you’ll learn as much from them as they will from you. So, surrounding myself with great people, and listening to them, has worked for me. Fear and humility can also help. I always knew that I was capable of driving my own business off a cliff. Fear of failure helps keep me focused and engaged. If you think you know it all, you run a greater risk. The message is to know yourself, know what you are good at, where you may be at risk. Then you need to complement yourself with the right people. I find this approach works in business, government, and any form of organization. Know yourself first. (BDCO): What has been the biggest surprise you have had since attaining a senior leadership role?(IT): I’m surprised how much influence you gain simply by virtue of your position. Both in professional situations and volunteer work, when you carry a title or have the mantle of office you can be very influential. People generally give you the benefit of the doubt; it’s up to you not to screw it up. How you conduct yourself really does matter – showing interest in others is essential. I think that is when leadership is really manifested. Just because you have this title people are now anxious to hear your words and understand your thinking – it is very powerful. Although the title doesn’t impact my self-image it sends a signal to others and provides me an opportunity to use it to make a positive impact. (BDCO): What is the greatest benefit to you in attaining a senior leadership role?(IT): Well, it’s fun to make decisions and to be responsible for outcomes. It gives me a buzz to see good things happen and to work my way out of jams. I also get satisfaction from seeing jobs well done by others. The ability to provide challenging opportunities for others – opportunities that will help them to grow is wonderful. It’s very fulfilling. (BDCO): What is the next achievement you want in your leadership career?(IT): I have a terrific opportunity in the news business. The Chronicle Herald has a fine history and tradition in Nova Scotia and if I can help The Chronicle Herald help Nova Scotians better understand their challenges and opportunities that would be fulfilling for me. We have our challenges as a province and the status quo is not going to work. We need more sensible, stimulating discussions around options. Maybe we can help facilitate that at The Chronicle Herald. (BDCO): What is the biggest challenge you face in achieving results in your work?(IT): It all comes down to inspiring and motivating others. That means getting the right people working at the right tasks and finding the right “trigger” to inspire them. That “trigger” can be elusive. My other focus will be on monitoring progress, honestly and as objectively as possible. (BDCO): What is your greatest opportunity/goal for providing value for your organization?(IT): As a leader, I want to be able to describe a vision that others will want to live as well. It is invigorating to find colleagues who will go to work with you, believe in shared goals, and work together to get us where we want to be. (BDCO): What added support or capability would help you the most in delivering on your goals?(IT): I’m stronger on the vision side of the equation; I always need support on the delivery side. When we get those two working well together, we’ll succeed. And when times get tough, as they inevitably will, I want to know who’s beside me. When we need to “go over the wall,” I want to know who’s coming with me. Who can I count on most?
Think about where you are now in your career and what you can take from Ian’s observations. We would love to hear your comments about what are your key takeaways from our conversation with Ian. Tell us your progress – we want you to succeed. ______________________________________________________________
Ian’s success as a leader has been built on his confidence and focus on making a difference, creating opportunities for people to work towards great goals, and persevering to accomplish real wins. You can find out more about The Chronicle Herald at www.thechronicleherald.ca |
