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Understanding Two Perspectives: Differentiating the MtL WHY and Sinek’s Why

September 18, 2024 Peter DiGiammarino Leave a comment

In business and leadership, understanding your “Why” is pivotal for success and meaningful connections. This newsletter compares two distinct perspectives—the MtL WHY and Simon Sinek’s Why—that drive your organization’s purpose and strategy.

The MtL WHY: Understanding Your Customer

The Manage to Lead (MtL) WHY is based on the principles outlined in the book Manage to Lead: Seven Truths to Help You Change the World, by Peter DiGiammarino. The MtL WHY explains why your business exists in the eyes of your customers and focuses on understanding their motivations to choose to purchase or fund what your organization provides.

Key Characteristics:

External Focus: Centers on your customers’ beliefs and needs.
Purpose: Foundation for defining your organization’s Ideal Customer Profile (ICP).
Application: Helps craft Unique Value Propositions (UVP) and tailored messages that connect and engage. Guides marketing, lead generation, sales, and account development efforts.

Why the MtL WHY Matters

The MtL WHY helps leaders create compelling value propositions, develop messages that resonate, and build strong customer relationships by aligning offerings with customer motivations.

Sinek’s Why: Understanding Your Team

Sinek’s Why delves into the core beliefs and values that drive your organization and its people. It focuses on understanding the internal motivations and deeper purpose beyond just making profits.

Key Characteristics:

Internal Focus: Centers on your organization’s core beliefs.
Purpose: Explains why your business exists in the eyes of its members.
Application: Guides leadership decisions, shapes company culture, and inspires stakeholders.

Why Sinek’s Why Matters

Sinek’s Why helps build a purpose-driven culture, attract like-minded employees, and inspire loyal customers who resonate with your organization’s beliefs.

Differences Between the MtL WHY and Sinek’s Why

MtL WHY: Explains the need fulfilled for prospects who become customers and why they stay—why the business exists in the eyes of its customers.
Sinek’s Why: Explains what drives people to join and remain with the organization—why the business exists in the eyes of its members.

Align Purpose and Motivation for Synergy

Aligning internal motivations with external customer needs creates a holistic strategy that is meaningful and, often, unbeatable. Those who master both stand out because they understand why they matter—to themselves and to their customers.

About IntelliVen

At IntelliVen, founded by Peter DiGiammarino, we specialize in helping leaders and organizations clarify their purpose, align their strategies, and achieve their fullest potential. Through our eponymous Manage to Lead (MtL) Cohort Course, leaders and teams learn to get clear, align, and grow. Whether you’re seeking to understand your customers better or to reignite your organization’s passion, we’re here to guide you on your journey.

Learn More

Explore the principles in “Manage to Lead: Seven Truths to Help You Change the World” by Peter DiGiammarino.
Join our MtL Cohort Course to transform your leadership and organizational effectiveness.
Visit our website at IntelliVen.com for resources, insights, and support.
WHAT-WHO-WHY Tool and Method

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Growth is Good: Why Growing Your Business is Essential for Success

May 15, 2024 Peter DiGiammarino 1 Comment

In the fast-paced world of early-stage businesses, leaders often find themselves caught up in the daily grind of delivering their product or service, whether it’s making pizzas or developing software. However, focusing solely on the day-to-day operations can hinder long-term success.

It’s crucial for businesses to not only work in the business but also on the business. This distinction is pivotal for growth, and understanding why growth is beneficial can be a game-changer. This post, inspired by a segment from the Manage to Lead Program module on growth, explores the key reasons why growth is good and why it should be a priority for every business leader.

Introduction

Growth is often hailed as a hallmark of success in the business world, but why is it so important? For early-stage businesses, the notion of growth can sometimes feel overwhelming or even unnecessary. However, the benefits of growth extend far beyond mere profit increases.

Growth fosters innovation, improvement and efficiency, enhances stability, and creates opportunities for personal and professional development. By understanding these benefits, business leaders can better appreciate the value of growth and be more motivated to invest time and resources into scaling their operations.

Key Points

New Opportunities and Challenges

Growth keeps life interesting by introducing new opportunities and challenges. For many professionals, the allure of doing the same thing throughout their career is minimal. Growth allows for diversification, enabling businesses to explore new markets, develop new products, and engage with a broader customer base. This dynamism not only keeps the work environment stimulating but also helps in attracting and retaining top talent who thrive on challenges and learning.

Improvement and Efficiency

As businesses grow, they often become more efficient and improve their processes. Growth necessitates the refinement of operations, leading to better service delivery and customer satisfaction. It also means that businesses are better equipped to solve their customers’ problems. Whether for-profit or nonprofit, the ability to serve more customers effectively or to have a greater positive impact on society is a significant motivator for growth.

Risk Mitigation

One of the less obvious benefits of growth is risk mitigation. Larger businesses typically have more resources and can better withstand economic downturns or industry disruptions. Diversification, a byproduct of growth, spreads risk across different products, services, or markets, reducing the dependence on any single revenue stream. This stability is crucial for long-term sustainability and can make a business more attractive to investors and partners.

Increased Valuation and Profitability

Growth is often associated with increased valuation and profitability. As businesses scale, they achieve economies of scale, leading to higher profit margins. Additionally, larger businesses tend to attract higher multiples in valuations, which is beneficial during financing rounds or potential sales. This financial growth translates into higher salaries for employees and greater returns for investors and stakeholders.

Civic Leadership and Community Impact

Many of today’s civic leaders have backgrounds in successful business operations. The skills and experiences gained from growing a business are invaluable in civic and community leadership roles. Moreover, as businesses grow, they can contribute more significantly to their communities. They can provide more jobs, support local initiatives, and help in the overall economic development of their regions. This community impact is often a driving force for businesses with a strong sense of corporate social responsibility.

Mission Fulfillment

For many businesses, particularly nonprofits and social enterprises, growth is a means to fulfill their mission. Take, for instance, a company in the Philippines whose mission is to employ more people in their city and give back to the community. Growth enables them to create more jobs and have a greater positive impact on their local area. This mission-driven growth fosters a sense of purpose and can be a powerful motivator for the entire organization.

Summary

Growth is more than just an increase in numbers on a balance sheet. It’s about creating opportunities, improving efficiency, mitigating risks, enhancing valuation, contributing to community development, and fulfilling a mission. Business leaders who understand and embrace the multifaceted benefits of growth are better positioned to lead their organizations to long-term success.

By focusing not only on the immediate tasks at hand but also on strategic growth initiatives, businesses can ensure they remain vibrant, resilient, and impactful in an ever-changing world.

The Evolving Leader: Leading Through Stages of Organization Maturity

May 9, 2024 Peter DiGiammarino Leave a comment

Organizations, like living things, go through distinct stages of growth and development. This maturity model helps us understand the characteristics of organizations at various points in their journey, and how the role of the leader must adapt to navigate each stage successfully.

This post explores the five stages of organizational maturity: Concept, Startup, Credible, Sustainable, and Mature. We’ll delve into the specific leadership requirements at each stage, equipping emerging leaders with the knowledge to guide their organizations through each critical phase.

Concept Stage: The Monomaniacal Idea Maker

The concept stage is all about the initial spark, the unwavering belief in a single, transformative idea. The leader at this stage is the visionary, the “Zealot, relentlessly obsessed with bringing that idea to life. This leader isn’t just passionate, they are monomaniacal, laser-focused on overcoming every obstacle in the path of their vision.

Startup Stage: The Get-It-Done Grit

The concept has legs, and now it’s time to take action. The startup stage requires a leader who thrives in the chaos of creation. This is a “get things done” kind of leader, decisive and driven to take action. Long hours, quick decisions, and the ability to rally a small, passionate team are all essential for navigating the whirlwind of the startup phase.

Credible Stage: From Startup to Credible – The Orchestrator

The shift from startup to a credible organization is a pivotal one. The leader who thrived in the frenzy of the startup stage now needs to evolve into an orchestrator. The focus becomes execution, moving from “doing” to “leading the doing.” This leader builds a strong leadership team, delegates effectively, and establishes systems and processes to ensure consistent growth and performance.

Sustainable Stage: The Team Builder and Motivator

Organizations that reach the sustainable stage have a proven track record and a clear path to continued success. The leader here transitions into a coach and a communicator. They assemble a high-performing team, fostering a culture of motivation and alignment around the organization’s goals. This leader empowers their team, creating an environment where individuals can excel and contribute their strengths.

Mature Stage: The Change Catalyst

At the mature stage, organizations have the potential to become industry leaders, shaping the world around them. The leader who guided the organization to this point must now become a change catalyst. They redefine industry standards, challenge the status quo, and champion new and innovative ways of working. This leader is a visionary, but with the experience and know-how to translate vision into reality, transforming not just their organization, but the world at large.

Leading Through Change: The Essential Traits

While the specific requirements of each stage differ, some critical leadership traits are essential for navigating all stages of organizational maturity. These include:

Strategic Vision: The ability to see the big picture, to set a clear direction, and to inspire others to follow.
Adaptability: The agility to adjust to changing market conditions, new opportunities, and unforeseen challenges.
Communication: The ability to articulate the organization’s vision and goals and where they are now along the way in a manner that collects, aligns, and motivates followers.
Decision-Making: The confidence to make timely decisions, even in the face of uncertainty.
Teamwork: The ability to build strong teams and empower individuals to contribute their strengths.

In conclusion, leading an organization through its stages of maturity requires a continuous evolution of the leader themself. From the monomaniacal idea maker to the transformational change catalyst, successful leaders adapt their leadership style to meet the specific needs of their organization at each critical juncture. By understanding the leadership requirements at each stage, emerging leaders can equip themselves with the tools and mindset they need to shepherd their organizations toward a thriving and impactful future.

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Six P’s to peak meeting performance.

October 27, 2023 Peter DiGiammarino 1 Comment

Transform the way you participate in board sessions, executive reviews, operating meetings, design and code walkthroughs, All Hands meetings, interviews, and more! Adopt the **Six Ps** for enhanced individual and group performance.

Prepare

Read materials sent in advance with enough lead-time to reflect on their content. If you are the meeting owner, make it easy for attendees to prepare, and for you and your team to step-back and develop perspective, by distributing background materials at least two days ahead.

Show uP

Attend! You cannot contribute if you do not attend both physically (even if electronically) and mentally. The most common reason meetings under-perform is that key participants, usually the most senior, are called away at the last minute to attend to urgent matters. There is no better formula for increasing the odds that the matter covered in the meeting they missed will someday cause its own urgency instead of smoothly performing to its highest potential.

Remember that all meetings start before they begin and end well after they are over. Those that come late and leave early may successfully convey how busy and important they are but at the high cost of missing more than they realize in terms of what they get, and what they could give, in order to ensure the best possible results.

Pay Attention

When someone talks: listen. Stay in-the-moment and concentrate to understand fully what is said. Do not allow your mind to wander, check for messages, or go on mute to simultaneously take another call or address other matters on the side.

Once a key thought or two have passed you by, it can be difficult to get back into the flow of what is being said. The more senior you are, the higher the stakes are to paying attention. Doing so ensures you will not waste the group’s time catching you up on what has already been covered when you re-engage and it is the only way to ensure that important opportunities to provide input and guidance are not missed.

To concentrate, it helps to write-down the exact words being said as they are spoken. Do not generalize, paraphrase, or add value; just write what you hear to stay focused. Another method is to play-back silently in your mind words spoken as they are heard. The objective is to hear and understand only what is said.

If what you hear does not make sense or otherwise leaves you with a question, check with the speaker to be sure you heard correctly. Chances are that if it helps you to check it out, it will help others as well. It also encourages the speaker to know they are being heard and listened to carefully.

Clarifying questions generally increase the odds that the group will reach a higher level of insight and understanding before offering recommendations, conclusions, or moving on to another point.

Think Powerfully

Give serious consideration to advance material, what is shared in the meeting, and what is said. Internalize, organize, and consolidate what you take in and compare with your own store of knowledge and prior experience to reach levels of insight and understanding that might help push the group’s work forward.

Develop a Point-of-View (PoV)

Push to go beyond taking in information and analyzing it in order to have a Point-of-View on the matter under discussion. If you need more information, ask for it. On the other hand, do not lock-in to a point-of-view too soon.

Be sure to listen to all sides, ask clarifying questions, think powerfully (i.e., critically), and then develop a Point-of-View. Both developing a PoV too soon and not developing a PoV at all, may signal laziness, lack of self-confidence, lesser ability (and that you may not belong in the meeting), and contribute to your own, and the group’s, under-performing.

Participate

Don’t just sit there … say something! That said, it is not a good use of the group’s time for you to think out loud or to speak just to hear yourself talk. Speak once you have paid attention, asked good clarifying questions, thought powerfully, and developed a Point-of-View worth sharing. Before speaking, edit what you plan to say in order to speak efficiently and not take too much air-time.

There is a lot going on inside the head of every participant at every meeting. No one gets all this right every meeting but it helps to have a plan and a method to consciously follow. Helicopter-up from time to time to reflect on how things are going. If you are not engaged and participating then why are you there at all?

If you wonder how it is that someone like you could be in a position to contribute in such a forum, remember that the meeting organizer asked you to attend because they wanted your input and participation. Give yourself permission to be present and to participate fully. Try it, notice how it feels to participate, learn from the experience, and know that you will get better and find it easier and easier with practice.

Finally, push yourself to share what you have to say in the meeting and do not wait to whisper thoughts to one or two other attendees with whom you are most comfortable after the meeting ends and when it is too late for the group to benefit from what you have to share.

Conclusion: Make Every Meeting Count

Embrace these principles and notice the difference in your participation and the meeting’s outcome. Remember, your input is valued, so give yourself permission to be fully present and engaged.

Share your experiences and tips in the comments below!

Achieve Influence Beyond Your Station: A High Impact Strategy for Emerging Executives

May 4, 2023 Peter DiGiammarino Leave a comment

Emerging executives often find themselves in situations where they must engage with senior sales prospects, clients, suppliers, partners, or colleagues. Typically, their level of comfort determines how they interact, and when facing someone more senior, feelings of anxiety and insecurity can arise. This often results in holding back, saying less, and ultimately achieving less impact in the interaction.

However, reaching higher and engaging at the most senior level possible can yield significantly better results and accelerate career growth. Think of this process as climbing a six-level staircase, with each step representing a higher degree of influence and opportunity.

Take One Step at a Time

The first step represents the most basic level of engagement. While it’s easy to accomplish, it adds minimal value. Each subsequent step becomes slightly easier when it builds on the last, but each also demands progressively more effort and carries greater risk.

Reaching the top step unlocks exceptional value but requires the most courage and commitment—particularly the first time

Take the Steps in Order

By taking each step in order and aiming to reach the highest level possible in each interaction, emerging executives can steadily build confidence and skill. With each successful engagement, they gain valuable perspective, mature in their role, and position themselves for maximum impact and career growth.

Climbing these steps is often easier if the emerging executive is older or holds a higher rank than the other party. For less-experienced professionals, however, the real challenge lies in summoning the courage and determination early in their careers to engage at progressively higher levels.

Instinct may suggest deferring to more senior colleagues, and managers often reinforce this by stepping in, assuming it’s safer to take over. However, encouraging up-and-comers to engage directly with senior prospects, clients, suppliers, partners, and colleagues creates invaluable learning and growth opportunities. Managers should do the opposite of jumping in—allowing emerging executives to step up and lead these interactions to unlock their potential

You Don’t Have to Wait—or Climb Alone

Choosing not to push for the next step may feel like the safer option, but this approach often means reaching the highest levels of impact only after many years. There’s no need for emerging executives to wait until experience accumulates naturally; anyone can begin climbing these steps at any stage in their career, and the sooner, the better.

Aspiring executives often wonder how they can add insights, challenge viewpoints, or offer valuable coaching and advice (steps four, five, and six) with only a few years of experience. The reassuring answer is that no one—no matter how junior—has to do it alone. The collective knowledge and expertise of the entire organization can be leveraged to prepare for every high-stakes interaction, ensuring that each engagement builds on the full strength of the organization’s insights.

Earn the Right to Lead by Drawing on Collective Strength

Those who consistently draw on, internalize, and contribute to their organization’s collective expertise with each executive engagement will drive the greatest impact and quickly earn the opportunity to do even more.

Aspire to approach every situation as the organization’s best and most knowledgeable would. This approach provides a powerful form of leverage, enabling emerging executives to perform at exceptional levels and serving both their personal growth and their organization’s success.

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