TLP399: Lead Don’t Manage with Mark Williams
Mark Williams, CEO and managing partner of Brokers International shares insights from his book, "Lead, Don't Manage: 12 Lessons in Creating a Leadership Culture Based on Core Values," which addresses gaps in leadership attributes. Mark shares the top three leadership mistakes and their root causes, including issues related to hiring and the impact of technology on workload and burnout prevention. He also discusses complexities of managing productivity in a technology-driven world, featuring a quirky theory of assigning numbers based on project-handling abilities. Key Takeaways: [02:10] Mark shares a crucial lesson he learned from his military days: the difference between respecting a leader and personally liking them. Jim and Jan asked him if today's younger workforce would willingly work for someone they respect but don't necessarily like. Drawing on his experience as a professional and parent, Mark shared insightful perspectives. He also reflected on whether the current generation is ready for challenges, comparing their experiences with the resilience of past generations. [06:16] He shares his career journey from stockbroker to CEO and discusses his motivation to write his book, "Lead Don't Manage". He identifies a gap in leadership skills, inspiring him to compile twelve essential lessons in "Lead, Don't Manage: 12 Lessons in Creating a Leadership Culture Based on Core Values." He also talks about the challenges of middle management in today's streamlined companies. [15:40] Mark shares the top three leadership mistakes we're all making. Jim raises a big-picture question on the root cause behind these mistakes. Mark identifies the wrong person in the right seat as a common issue, often originating from hiring missteps. He also shares his insights about the impact of technology on workload and the challenge of finding the right pace to prevent burnout. [24:35] Marks talks about the complexities of managing productivity in the evolving landscape of technology and data-driven decision-making. He also talks about the struggle of finding the sweet spot between individual productivity and management capability. He discusses a quirky theory of assigning people numbers based on their project-handling abilities. [33:41] He share a personal experiences of repeating mistakes and discusses the intersection of effort, grace, and the desire for change. [37:47] Mark expresses his desire to make a positive impact on people's lives and shares a guiding personal quote: 'If I can help you get where you want to go, I end up getting where I want to go.' It's the ripple effect of positive influence and how small acts of kindness or guidance can lead to impactful outcomes. [39:41] Mark talks about the realities of work-life balance and leadership. He shares insights on burnout, emphasizing the importance of setting boundaries. He also discusses the impact of technology on our lives, and Mark leaves listeners with a powerful challenge: know your strengths and be open to seeking help where needed. [41:28] Closing Quote: Remember, the test of leadership is not to put great into humanity, but to elicit it, for the greatness is already there. - James Buchanan Quotable Quotes: "As leaders, sometimes you have to make difficult decisions, and they're not always liked, but that doesn't mean everyone's going to like it." "I think today people expect everything to be warm and fuzzy, and oftentimes as leaders, sometimes you have to make difficult decisions." "It's harder to be a middle manager today than it used to be." "There's a lot to navigate in a company, especially the larger the company, the more opportunities, usually for internal growth." "If you're not making mistakes, you're not working. Just don't make the same mistake twice." "Communication is incredibly important, and a lack of communication can be horrible." "Technology has made people's jobs harder. Instead of accepting all the advances and making your life easier, we're putting more on people." "Balance, not burnout." "I think as a leader, if you're not granting your employees the ability to make a mistake, you're doing something wrong. There's a lot of trust in knowing that an employee can make an error, and it's not the end of the world. It actually can be a really good thing." "I think those of us that do go back that far, we do have to remember we are asking a lot of people, and it is overload sometimes. And it is really up to us as leaders to figure out what pace is actually doable." "Learn to know what you're really good at and be open to the things you're not and manage yourself that way. There are lots of things that I do really well and there's lots of things I don't do really well. And I know them, I know a lot of them and I'm willing to take criticism." "Understand and know what you're good at and be willing to get help on what you're not, and you'll be a much better leader." "The test of leadership is not to put great into humanity, but to elicit it, for the greatness is already there." Here are the books mentioned in this episode Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Mark Williams LinkedIn | Brokers International Website | Mark Williams Website | Mark Williams Podcast |