THEME #5 of Post Series on Humanizing Brand Storytelling
A brand’s story is comprised of many elements, phases, and characters. One of the most important being the leadership story of a brand. The rise of social networks has played an important role in bringing the stories of great brands, and the leaders behind these great brands, to life. Social networks have democratized communication between business and people, as well as the conversation regarding leadership. Through social networks, anyone can connect to the inspiring words and shared wisdom of leaders everywhere. Conversely, leaders themselves have access to unlimited sources of inspiration to fuel their vision. Social networks have also redefined how we perceive leaders – and in the process, elevated our expectations. Today, it takes far more than the respect for a title, or recognition of authority, to earn the support and trust of followers. People look for reasons TO BELIEVE in the vision of one potential leader over that of another. When these reasons are grounded in humanizing leadership traits that transcend policy or promise – people can then connect emotionally to a bigger, and unify ideal and story.
Authority vs. Influence
There are many synonyms used in relation to leadership. Although similar, the nuances are important and distinct. Take for example “authority”. You can have authority without being influential – and vice versa. Authority without influence requires others to respond because they have to – not because they want to.
Authority is given and can be bought, unlike influence that is earned through trust, respect, and engagement. Leadership is often confused with corporate signs of authority such as seniority, pay scale, or company role. But these are only superficial benefits or symbols of leadership. An executive can be awarded a promotion, higher salary, and a new position. But such authority is no indication of their ability to create a positive influence on others. Influence is about the impact and response, emotional or otherwise, which a leader can ultimately have or create. Only influence can activate emotion in a way that inspires change in ways that can become transformative.
Leadership vs. Management
In the same way that authority and influence, relate but differ in meaning and outcomes, we see the same with regards to leadership and “management.” Management implies “how” teams and businesses deal with process, policy and resources. Whereas leadership is about giving people the reasons “why” they should believe, engage, and be influenced by the vision of another.
Leadership requires more than history or prior experience. Competence is not enough to earn the support of others. After all, ability to manage is expected and required of those in leadership roles. Leaders must have the emotional intelligence needed to inspire employees into action, and the intuition needed to develop human potential. Consider the many executives who are recruited from one position to take-on a similar role in a new company. Regardless of the newly appointed title and authority, if these incoming leaders are unable to unite disparate interests, and work through others to create impact, they will not succeed in meeting their leadership and business objectives.
Leadership through social
Unfortunately, most executives in C-Level positions today are not leveraging the unique opportunity social offers in building a leadership following. According to 2013 Social CEO Report Are America’s Top CEOs Getting More Social?
68% of CEOs have absolutely no presence on any of the major social networks.
Of the 28 Fortune 500 CEOs on Twitter only 3.8% are tweeting an average of .98 tweets per day.
The low utilization of social networks by C-suite executives makes the leaders who are actively social – all the more inspiring. They use social networks for its true purpose – to connect with others, instead of the common use by executives as a media channel or PR requirement. As a result, people can better understand these leaders on a human level. Followers gain a better understanding of what inspires them, how they think, and the authenticity of their interest and engagement with others. Tony Hsieh, Richard Branson, Ralph Lauren and Steve Forbes, are great examples of this exceptional group of socially connected leaders. They make themselves accessible to all – not just employees or investors. Their social engagement is just one of the ways their leadership vision inspires, influences behavior, and shape perspectives.
Beyond the C-Suite
Leadership can be expressed through all levels of business and across all industries. It is not exclusive to those in C-level positions. There are far more leading corporate voices coming from outside of the C-Suite. These are the leaders who have become recognized through their respective industries, public speaking, thought-leadership work, and community of followers. Many of these leaders come from departments that used to be accessible only to employees and business partners. These departments include R&D, engineering, IT, supply chain, customer service etc. Social networks have given people a level of access to the leading minds behind the many products and services that we have come to love. The social connections allow us to celebrate and follow their work and adventures on a more human and personal level.
We can see, for example, how a loyal community following has developed in support of the great minds at GE. Right on their homepage you are introduced to work, recent posts, and personalities, of some of GE’s top talent. Or how about Google’s Aaron Koblin, Creative Director of the Data Arts Team, who has developed a rock-star like following through solo projects and inspiring TED talks. And his fellow googler, Jeff Dean aka “The Baddest Engineer” who’s been attributed to having a Chuck Norris-like mythic presence. Or the leading voices that represent corporate CSR interests such as Dave Stangis, VP of Public Affairs for the Campbell Soup Company, or John Friedman, CSR Communications for Sodexo. I’ve met both of them via social and have come to learn more about their respective companies through their engagement and shared knowledge. They are true leaders in their own right.
These examples are not representative of traditional leadership positions. Nor do they have to be. On many levels, most importantly emotional and social, they have become far more powerful. None of them talk about being leaders in their social bios. And I doubt that was their intent and motivator for doing the work that they do. Their humanity shines through in the manner with which they share their work, bold thinking, and social engagement. They are recognized as being true leaders in the most authentic way – through the advocacy and response from their followers.
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
—John Quincy Adams
A leader’s human connection has the power to create true impact by inspiring minds and emboldening hearts to take action. When leaders connect to people on matters of principle and purpose over policy or authority – they inspire the kind of progress and advocacy that brands need in order for their stories to live on.
by Anneliza Humlen of SocialVoice LLC. / @ADHumlen
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• Humanizing Storytelling Principle #2 – From Mass Media Push to Engaging Relationships
• Humanizing Storytelling Principle #1 – From Corporate Size & Stats to the People Within
• 7 Ways to Humanize Storytelling for Business & Brands