This transcript excerpt comes from a leadership talk titled "Leadership Is Learned, Not Inherited." The speaker emphasizes that developing influence is the core leadership competency and lists four leadership domains: executing, influencing, relationship building, and strategic thinking. Practical execution advice includes focusing on "wildly important goals," acting on lead measures within your sphere of control, maintaining a compelling scoreboard, and establishing a consistent cadence of accountability. On influencing the speaker stresses producing results through others and securing team buy-in to a motivating "why."
I promise you, this is so far from anything that you've ever been to. And now developing your influence. And right behind that, jot this down. Developing your influence is your core leadership competency. That's your core leadership competency. Developing your influence is your core leadership competency. That's you standing on the chair, right. That's looking at things from a different perspective. That's you getting on the other side of the bridge. Right. That's the higher ground. There's a book out. Great. It's wonderful. I don't know if anybody's read it. It's called Strengths Based Leadership. There's all kinds of stuff about playing to your strengths. And I don't know if anybody knows the name Marcus Buckingham. I devour his stuff. He's fantastic. Marcus Buckingham, on strength, on playing to your strengths. And as leaders in this room, we've got to play to our strengths. Four keys. And again, I'm going to move fast because I've got to watch our time here. Number one is about executing. And then leave some space. Number one, leave some space to write a couple notes on executing. About influence. Number two, write the word influencing. So you got number one, executing. Number two, influencing. Number three, relationship building. Number three, relationship building. And number four, strategic thinking. Let me just quickly unpack a few bullet points on each of these. On the first one, executing focus. Number or part A, I guess to executing, focus on your. What I call wildly important goals. Wildly important goals. I got that from a book called the Four Disciplines of Execution. Focus on your wildly important goals. Less is more. Less is more. Say less is more. Shiny squirrels. Right? I'm not even going to go there. We all get so distracted. Less truly is more as it relates to executing at a high level. B, under executing, act on lead measures. Act on lead measures. When I say act on lead measures, what do you think I mean by that? Anybody? Yep. It's the things that your team can control on a daily basis. That's right. Your sphere of control. High impact. Right. High impact activities that are going to lead to you reaching your goals. That's all it is. Again, there's no silver bullets. There's no rocket science here. Right. But. But it's acting on your lead measures. C, under executing. Keep a compelling scoreboard. Keep a compelling scoreboard. I love this one. When I got with Lars and I was sharing that about having a scoreboard in the office, Lars is so great. He's like, well, let's just go out and we're going to buy two big monitors, right? And Drop them in the conference room. I love it. Just man of action, your scoreboard. It doesn't matter what it looks like, whether it's high tech on a whiteboard, whatever, but the fact that you've got a compelling scoreboard, compelling means creative. Get your team's buy in around it, Go spend a bunch of money on it, go spend a little bit of money on it, but make a compelling scoreboard in your office. That brings a high level of accountability, right? And vision. Fourth thing on under executing, cadence of accountability. A cadence of accountability. And I'm not going to go there on the hows, because Lars has done that a thousand times. You guys have the hows on how to create the cadence of accountability, but the key to it from a leadership perspective is your consistency. So write that word, please. Consistency. It's your consistency around that cadence of accountability that will lead to phenomenal execution. All right, Second thing I had you write down on your paper was influencing. And A under influencing is results through others. Right? Results through others. Notice I didn't say results through you, but now it's results through others. Right? Lars has asked. Cherie, Lars has asked me. Right. To generate results right through us on behalf of him and we all. Whether you've got one person on your team, an admin person, right? Or one buyer agent, or you've got a team of four or five or ten plus people, it's about your leadership challenge. My challenge to you guys today, stepping up your game, seeing things from a different perspective, influencing your people. It's about the results that you can generate through other people. You're going to get stuck on the bridge if you keep coming back to going on listing appointments. You can get stuck on the bridge if you keep going, meet with buyers. The way you get across the bridge is through other people. It's through your influence on other people. Next thing B, under that is the power of your. Why has your team bought into your why? Like for me, I shared our vision, right? Is to motivate, to inspire people to create a better life through real estate. I didn't author that. That was our vision. Lars came up with that. But guess what? He's got buy in from me on that. I'm bought in. I'm in. I want to motivate, I want to inspire, okay, other people. Better life through real estate. I think my life is better because of real estate. I think my life is better through this opportunity. I'm bought in for you guys. What's your why? Right, but the question asks is, do you have buy in. Right. I could be fired up about it, but if the team's not fired up about it. Right. Shereen and I talk about this a lot. If the team's not fired, fired up about our vision, then there's problems and issues. So it comes back to your influence. Right?
