Stop Trying to Be the Smartest Person in the Room

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In any group of people, only one (or maybe two) of them can be the smartest, right?

So the next time you find yourself in a room of people and are tempted to try to make a good impression with your experience or mental horsepower, or to establish yourself as a “player,” you would do well to face the simple reality that there can be only one smartest person in any given room.

“You would do well to face the simple reality that there can be only one smartest person in any given room.”

And Your Point Is...?

You either are the smartest person in the room, or you're not.

So What?

It's natural to want to make the best possible impression on others, especially if it's a group of people we don't know. It's tempting to want to make our mark and try to establish our credibility or influence.

But this effort to capture the SPITR title can be counter-productive—and maybe even detrimental—to establishing influence with the group.

First, it's very likely that everyone has already figured out who the smartest person in the room is. And if they haven't, it won't take long for them to confirm it. Trying to prove it just makes you look desperate, or egotistical.

“This effort to capture the SPITR title can be counter-productive—and maybe even detrimental—to establishing influence with the group.”

Secondly, your efforts will likely backfire on you. If you're NOT the smartest person and try to act like you are, then everyone else will see what you're trying to do—and you don't want to get branded with that. If you ARE the smartest person in the room and try to act like you are, then you run the risk of looking like a prideful, controlling jerk.

Either way, you lose credibility and trust, which is a step backward in your efforts to achieve influence with those in the room. Remember: the goal is not to be perceived as the smartest, it's to maximize your collaboration with the team and leverage what you and everyone collectively bring to the table to in order to get the best possible outcomes.

“Remember: The goal is to maximize your collaboration with the team and leverage what you and everyone collectively bring to the table to in order to get the best possible outcomes.”

The Big Picture

IQ is certainly an asset, but leadership is much more than intelligence. Many times the smartest person's opinion isn't the best way forward. So stop trying to appear as if you're the smartest in the room—as if that gives you some sort of award—and just lead. Because in the end, leadership is less about your capabilities and more about the team’s capabilities.

Your Next Step

How can you accurately assess your attempts to leave an impression?

“In the end, leadership is less about your capabilities and more about the team’s capabilities.”

Looking For a Resource?

How to Be a Leadership MVP

Photo by Markus Spiske on Unsplash

Like many others, I love the game of basketball (particularly at the college level). The recently-completed NCAA tournament showcased the truth that teams that play great together beat teams of talented individual players—every time.

That’s why I’ve come to appreciate basketball’s plus-minus statistic, which measures the difference in score when a player enters the game and when that players exits. It reveals how the team performed when that player was on the court. Many times, a player has a significant plus-minus impact, even though he/she isn’t the most talented or scores the most points.

“Teams that play great together beat teams of talented individual players—every time.”

And Your Point Is...?

Players who score the most points usually get the highlights, but players who make their teammates better are the reason the team wins.

So What?

A pattern that I see so often in small to midsize companies as they grow reveals how we’re missing the leadership plus-minus effect. Typically, the highest performers get recognized, rewarded and then promoted to manage their departments. But high individual performance doesn’t equate to management competency. In fact, the very talent and behaviors that made them good performers can make them ineffective managers.

“High individual performance doesn’t equate to management competency.”

If you’re a business leader in a midsize company and need to build your leadership team, look first for people who have the most leadership development potential. In short: Who is making everyone else better? Sometimes this may be the highest performers at their job, but not every time.

If you’re an employee with aspirations for promotion, look first for ways to make your teammates better. Become a resource for them. Collaborate with them. Serve their interests, not just your own. Investing in them as people builds trust and respect, which you’ll absolutely need if you become their future manager.

The Big Picture

A recent AXIOS article summarized it well: If you want to be a manager who makes a difference, make your people better. Make it more about the team and less about you.

“If you want to do well in that role in the future, it’s best to start practicing now.”

Your Next Step

Read about how to lead in a way that makes others better (see my book below for an example). One I'd recommend is Turn the Ship Around, by David Marquet. It hits the leadership nail on the head.

Be self-aware. Make the investment to assess your leadership behavioral tendencies using a tool like the Harrison Behavioral Assessment, and commit to changing the behaviors that are getting in your way. Contact me if you want to get started.

“Who is making everyone else better?”

Looking For a Resource?

Lead AND Manage: Stop Being a 1-Trick Leadership Pony

Tell me if this sounds familiar …

You’ve put your all into leading your team, getting them organized and keeping them focused. You’ve set the tone by coming in early and staying late, driving results and pursuing achievement.

Then at some point you realize you’ve arrived at a crossroads. The things that worked previously with your team don’t work anymore. They don’t respond. You sense they don’t trust you, or believe in you; or … something.

And Your Point Is…?

You probably need to expand the way you influence your team: You must lead AND manage.

“The things that worked previously with your team don’t work anymore. They don’t trust you, or believe in you; or … something.”

So What?

Most of us lean on EITHER 1) management disciplines or 2) Leadership disciplines. Let’s unpack them.

Management is “doing things right.” It prioritizes processes, accuracy, metrics and repeatability. Without management, companies are inefficient and can’t grow or scale. They can’t repeat their successes—and almost always repeat their failures.

Leadership is “doing the right things.” it focuses on things like innovation, being opportunistic, agile and adaptable. Without leadership, organizations become risk-averse and inwardly focused. They don’t drive results, and they become unresponsive to customers and marketplace opportunities.

“Without management, companies can’t repeat their successes—and almost always repeat their failures.”

We all have a natural bias for (and often against) one discipline over the other. Our default behaviors eventually become predictable and stale. Then when the pressure’s on we double-down on our default discipline. We over-rely on its strengths and its weaknesses show up as glaring gaps in our leadership competency.

Our team feels either the chaos that comes from over-leading or the irrelevance that comes from over-managing. They get demotivated and disengage, eventually losing trust in us. Consciously or unconsciously, they choose not to follow us.

Over-relying on your leadership or management makes you a one-trick pony. You can’t be effective, no matter how capable, intelligent, extroverted, correct or successful you are.

“Without leadership, organizations don’t drive results and they become unresponsive to customers and marketplace opportunities.”

The Big Picture

Neither discipline is right or wrong, although leadership is often promoted as being sexier. And neither is preferred, though typically it’s best to lead first and follow with management.

Managing and leading are not mutually exclusive, they are necessarily complementary. Meaning, you must lead AND manage if you want to be effective.

Your Next Step

Identifying your default tendencies is pretty simple and straightforward. Simply observe yourself and take note of what drives you, or have someone you trust assess you. The challenge comes in deliberately practicing them.

“Managing and leading are not mutually exclusive, they are necessarily complementary.”

Here’s a longer article on this topic at Medium.com.

Need some practical help on this?

Check out John Kotter’s classic On What Leaders Really Do. It defined the issue for me, and offers in-depth insight on this issue.

What Commuting Taught Me About Leadership – You See What You Look For

Recently I left a job at a great company but with a long daily commute. This is the 5th post of an 8-blog series on things I learned about leadership on those long and tedious hours on the road.
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To avoid the bulk of the traffic (and the accompanying delays), I went into work early. Many times this meant driving in the dark, when you can’t see as well. Or see as much. Or as far.

Or even more weirdly, you tend to see only the things you expect to see.

I worked for a logistics company, so it was a fairly common experience to see golf carts driving around the campus. One dark morning after entering the facility, I was surprised by a cart that “suddenly” appeared in front of me. Even though I was undistracted and watching for traffic, and despite the fact that the cart had its headlights on and a flashing orange light on the top, I didn’t see it until it was very close to me.

Reflecting on it later, I realized I didn’t see it because I was looking for cars, not golf carts.

And Your Point Is…?

When you’re driving hard and your perspective gets limited, you tend to see only what you’re looking for.

“I didn’t see it because I was looking for cars, not golf carts”

So What?

As a cyclist I can attest to being on the other side of this phenomena. Sometimes people driving cars simply don’t see bicycles (or motorcycles or pedestrians) because they’re looking for what they expect to see: other cars.

This is a human tendency that influences us at almost every level. It shows up when we keep a pessimistic, glass-half-empty perspective. It happens when we overlook opportunities. It contributes to having a fixed mindset. It reveals itself when we judge prematurely or act on a bias. It shows up when we’re stuck in a limiting habit we don’t even know exists. It happens when we get into conflict with others. It happens when we drive hard for results or achievement.

In other words, it can happen anywhere, anytime.

But it doesn’t have to.

“It can happen anywhere, anytime. But it doesn’t have to”

The Big Picture

It’s human nature: We choose to see what we see. So it’s a discipline to begin looking objectively, rather than selectively. It requires staying in a constant state of curiosity to look beyond what we expect. It’s the curious ones who are usually in a better position to solve problems, innovate, collaborate, excel and influence.

If you’re leading others, it’s all the more vital that you see the obvious things other people can’t—or won’t.

Your Next Step

What is one thing you can do maintain a base level of curiosity?

“If you’re leading others, it’s all the more vital that you see the obvious things other people can’t—or won’t.”

Want more leadership insights?

Check out: 

What Commuting Taught Me About Leadership – You Hit What You Aim For

recently left a position with a great company, but with a long daily commute. This is the fourth post of an 8-week series on things about leadership that I learned on those long and tedious hours on the road.
– – – – –

It’s easy to get bored driving the same road every day. To break the monotony I started attempting to avoid the reflectors when I changed lanes (when there were no other cars around, of course!).

After months of trying I had some occasional successes. But truth be told, I sucked at it—which troubled me because I knew I was a better driver than that.

Then one day I had an epiphany: Instead of aiming to miss the reflectors, I needed to aim for the stripe between them. The difference was instant and amazing.

As soon as I adjusted my aim point, I had almost immediate success. I could predict where my wheels were going. I could anticipate when to initiate the lane change and intentionally drive where I wanted to go. Ultimately, getting really clear on my target allowed me to get better.

And Your Point Is…?

You hit what you aim for.

“Getting really clear on my target allowed me to get better.”

So What?

First (and most obvious), not aiming is the same as aiming at nothing—you’re going to hit something, you just don’t know what it will be. When I first started my game I tried to “feel” my way into the next lane and hope for the best. Didn’t work.

Second, if your aim is off target, that’s what you’ll hit: everything except the target. This was my aha experience with the reflectors: In attempting to miss them, I was actually still aiming for them. The reflectors is what I was concentrating on. In focusing on the challenge, I was blind to seeing the solution.

“Not aiming is the same as aiming at nothing—you’re going to hit something, you just don’t know what it will be.”

The Big Picture

Consider how your aim comes into play when you compare A) aiming for success (the stripe), to B) aiming for avoiding failure (missing the reflectors). Aiming to NOT fail is NOT aiming for success.

“In focusing on the challenge, I was blind to seeing the solution.”

Some simple real world examples might be “I’ll be less critical in my feedback” or “I’ll be more aggressive in producing outcomes.” Typically, any goal stated in such squishy terms is likely not to be met. Not only is the outcome not measurable, the path to achievement is obscure. This is a common concept in managing performance (a la setting SMART goals), but for some reason many people have difficulty applying the concept in managing development—especially their own.

Your Next Step

What’s an area you’d like to improve in that you’ve set goals around not failing? How can you reset them so they’re focused on the target?

“Aiming to NOT fail is NOT aiming for success.”

Want more leadership insights?

Check out: 

What Commuting Taught Me About Leadership – Watch Out For People Advancing Their Own Position

I recently left a position with a great company, but with a long daily commute. This is the third of an 8-week blog series on things about leadership that I learned on those long and tedious hours on the road.
– – – – –

At one point in my commuting history I was averaging close to one major evasive maneuver per week. “Major” meaning that had I not taken significant action I would have been calling my insurance company—if not the ambulance.

Usually it was someone changing lanes (see my last post: Stay Visible). Often it was somebody “shooting the gap” to cross two lanes of traffic (rarely a good idea). More than once I’ve had pickups or service trucks pull alongside me then without signaling move into the “space” between me and the car in front of me—even though they hadn’t yet cleared my front bumper.

Almost always it was someone trying to get ahead of everyone else. Even though traffic was heavy, they felt compelled to zig-and-zag, forcing themselves ahead, expending a lot of effort to get in front of others.

And Your Point Is…?

I get competitiveness and wanting to win, but is getting ahead of the people you’re driving with really worth the potential damage?

“They felt compelled to zig-and-zag, forcing themselves ahead, expending a lot of effort to get in front of others.”

So What?

The marketplace is competitive (duh). Aggressiveness is often (usually?) seen as a strength; it gets you noticed. In particular, I think of business development roles where being a competitor is a desirable trait. But for most other roles, you should reconsider using competitiveness as your primary MO, because it comes with lots of potential—and usually hidden—damage.

You can damage relationships. When you push people aside to get ahead of them, you make it incredibly hard for them to trust you again. You’ll have to put in much more effort to overcome the perception that you’re really only interested in yourself.

“When you push people aside to get ahead of them, you make it incredibly hard for them to trust you again.”

You can damage your opportunity to influence. You’re not building into people; it doesn’t build a mutual purpose, accountability, motivation or camaraderie.

Your competitive approach may bring short term results, but it will eventually boomerang. You’re feeding a cutthroat culture where people become expendable and teamwork is transactional, not relational. And when you most need people to respond to your call to action, they simply won’t.

“When you most need people to respond to your call to action, they simply won’t.”

The Big Picture

When it comes to your leadership behaviors, what goes around comes around. If you honor people and their effort they will respond in kind. If you push them aside in pursuit of your own interests you’ll find yourself very alone.

Your Next Step

How can you be hungry for results but in a way that makes others better (instead of pushes them aside)?

Want more leadership insights?

Check out: 

What Commuting Taught Me About Leadership – Stay Visible

I recently left a position with a great company, but with a long daily commute. This is the second of an 8-week blog series on things about leadership that I learned on those long and tedious hours on the road.
– – – – –

Aside from following too close, improper lane changes were the most frequent cause of incidents I saw on the interstate. Near misses due to other cars changing lanes was a frequent event. Sometimes it was innocent; they weren’t trying to not see me. Other times it seemed they didn’t even make an effort to check for another car.

Ultimately, their intention was irrelevant: I wanted to be proactive to let them know I was there.

The reality is that every driver—including me—has blind spots (I’ll touch on this more in a future post). Because of this, I found it a best practice to avoid driving next to another car in their rear quarter for more than 5-10 seconds. If I felt I was in a potential blind spot, I would speed up or slow down so the other driver could see me out of the corner of their eyes. I didn’t want to make myself vulnerable by not being visible.

And Your Point Is…?

If people don’t see you, they drive like you’re not there.

So What?

Not to overstate the obvious, but one of the primary ways you become visible is through good performance. Keep your commitments. Do your job well and make yourself into an asset for the team.

“I didn’t want to make myself vulnerable by not being visible.”

Beyond that, you should be aware of your best contribution—one that matches your wiring, giftedness and God-given talent (hopefully that you’ve been honing and crafting). Sometimes that means speaking first or loudest; other times it means speaking last or most profoundly. Sometimes creativity, accuracy, or comprehensiveness are most helpful. Other times it’s boldness, confidence or even compassion.

There are catalysts, analysts, implementors and supporters. Showing up most effectively to meet the greatest need of the moment will help you be more visible.

A word of caution: You can over-do this. Sometimes pushing or trying too hard to make yourself visible will work against you. The art comes in knowing how much presence to push; how big to show up.

“Showing up most effectively to meet the greatest need of the moment will help you be more visible.”

The Big Picture

Leadership is ultimately about influence. There are so many ways to influence others’ thoughts, perspectives, behaviors, approaches, processes and values. But you can’t influence if people don’t know you’re there, so be clear on what approach works best for you.

Your Next Step

How can you know your best, most natural contribution to your team? Who do you know/trust who will help you discover it?

Want more leadership insights?

Check out: 

What Commuting Taught Me About Leadership – Following Is a Part of Driving

I recently left a position with a great company, but with a long daily commute. This is the first post of an 8-week series on things about leadership that I learned on those long and tedious hours on the road.
– – – – –

Some people navigate traffic skillfully, consistently. They know when to brake, and do so evenly. They’re always in the best lane and flow well in traffic. They give all the proper signals. They seem to have good automotive “body language”: Cool, calm, collected, thinking, aware. They seem to make good driving decisions.

These drivers put me at ease. They make it easy to follow; I can trust them.

Others, by contrast, are erratic. They force themselves into spaces they shouldn’t. They constantly shift from one lane to another—without signaling—or speed-up-slow-down and force the cars behind them to constantly adjust their own speed (very dangerous in heavy traffic). They panic brake or divert onto the shoulder to avoid hitting the braking car in front of them. They have zero situational awareness, seemingly only interested in themselves.

These drivers always make me nervous. I tend to pull back and keep my distance. Frankly, I can’t trust them because I have no idea what they’re going to do.

“Frankly, I can’t trust them because I have no idea what they’re going to do.”

And Your Point Is…?

In traffic or in leadership, following someone is an inevitable reality.

So What?

First, be aware of who you’re following. Whether it’s your manager or someone else, how they drive (their work) should give you an indication of whether you A) want to leave a bit of distance between the two of you, or B) can be confident enough to follow them more closely.

There’s an old adage that I’ve found to be generally true: Teams usually reflect the qualities of their leader, for better or worse. Very likely, some of your leader’s driving habits are already affecting your own. You may want to be more deliberate about making some level of adjustment in the way you follow.

“Very likely, some of your leader’s driving habits are already affecting your own.”

Second, be aware that others are following you—or better said, they are choosing whether to follow you or not. Are you driving (your work) in a way that makes others trust you: Consistent, calm, cool and collected? Or are you erratic, shifting lanes, not signaling and operating without situational awareness?

The Big Picture

Almost all of us are both leading (even if we’re only leading ourselves) and following. Having more awareness to how and why we’re doing both will reveal ways to improve our leadership.

Your Next Step

Look in your rear-view mirror and ask yourself: Are those following me keeping a safe distance from my leadership, and if so, why?

Want More Leadership Insights?

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