We've all seen numerous examples dotted across Facebook, LinkedIn and probably every other current example of modern social media; catchy phrases, often accompanied by beautiful photos, describing what the term "leadership" means and what it does not. And how you can improve at this desirable skill set.
These pithy, inspirational snippets are quite popular, as evidenced by their frequent appearances and the number of "likes" that each capture. But do they really have an impact? Does reading them serve as a catalyst to alter someone's behavior? I suspect that there aren't too many "aha!" moments out there where someone reads a motivational phrase or admires and attractive poster and abruptly decides to turn their professional life around.
In many instances (perhaps most) these poster-worthy signposts likely bounce off our consciousness. We like them, probably agree with most of what they say, but then they don't really galvanize us into action. They don't change us.
What does Webster say?
Most leadership definitions relating to the workplace focus on people skills, those attributes necessary to engage a group of employees. But that's not what we're talking about here. Think "leading the business" rather than managing people.
The dictionary doesn't help much, as "leadership" is defined as "The position or function of a leader," or "An act or instance of leading." Pretty vague.
But a "leader" is also described as "A guiding or directing head" - which is the best official guidance we're going to get.
So what does the word "leader" mean to you? And to that person looking back at you from your mirror?
Functional leadership, being responsible for the direction of an organizational grouping, requires an additional level of skill beyond working well with people. It's about being inspired, taking risks, setting direction and using influencing skills to make a difference. It's sticking your neck out there to be seen, to be heard, to be a factor within your organization.
And while you're admiring your reflection in the mirror, consider this; can you be an effective people leader yet remain ineffective as a functional leader? Think about it. If we define a functional leader as one responsible to move the organization (staff, department, business, etc.) forward from Point A to Point B, can you remain at Point A (essentially treading water, administering the routine, leaving programs on automatic pilot, etc.) and still lead people? I suspect so, though that may not be what your senior management is interested in.
In my view, remaining at Point A is not providing Compensation Leadership, whatever else you might be doing right.
Back to the mirror. Ask yourself, what role have you been asked to play in your leadership position?
- Change the way the organization's reward programs have been operating?
- Get a handle on or reduce out-of-control payroll costs?
- Collaborate with HR and senior management to develop a high-performance culture?
- Integrate reward programs with the organization's business plan?
- Encourage new ideas and support constructive creative thinking?
Would you consider any or all of these responsibilities as desired outcomes that would move the organization's operating dial from Point A to Point B?
Or perhaps leadership in your environment focuses primarily on you only as the titular leader of a group of employees, where you're expected to:
- Maintain and administer the current reward programs
- Keep employees from complaining too loud
- Avoid antagonizing senior management with controversial ideas
- Be risk adverse and stay the course
This set of responsibilities sound more like the classic definition of treading water. "Let's stay at Point A and join the bowling team."
Demonstrating Compensation Leadership
It’s my view that the demands of compensation leadership are less about being a well-liked fellow and getting a lot of Christmas cards, and more about moving the organization forward in your chosen field. Of being a player who gets things done. How do you do that?
- Show that you know the business: You must demonstrate that you understand general business operations and how the compensation function relates to overall business success.
- Show that you're a professional compensation practitioner: No dilettantes here! You need to be taken as a serious knowledge worker in your craft. You had better know your stuff.
- You must understand what needs to be accomplished: You must know where Point B is and have a plan to get there.
- You had better know a bit of office politics: You may hate it, but you must play the game well enough not to be eaten by the sharks.
- Know how to sell or persuade: Finally, you must be able to convince senior management to move in the right direction - that pathway which is required in order to make a difference, to reach the brass ring at Point B.
Can you do both? Can you provide leadership for your compensation function and for the employees on your staff? Yes, you can. But realize that the value of different types of leadership skills is often weighted differently by various senior management assessments. What do they want you to achieve where you work?
Btw, I don't recall seeing many catchy phrases or cute pictures that encourage functional leadership. Or maybe I'm missing them.
Chuck Csizmar CCP is founder and Principal of CMC Compensation Group, providing global compensation consulting services to a wide variety of industries and non-profit organizations. He is also associated with several HR Consulting firms as a contributing consultant. Chuck is a broad based subject matter expert with a specialty in international and expatriate compensation. He lives in Central Florida (near The Mouse) and enjoys growing fruit and managing (?) a clowder of cats.
Creative Commons image, "Failing Down Cat," by Celine Q
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