Welcome to the LeanForward, Inc. blog, which I’ve titled LeadingForward.

There is no doubt that the subject of leadership has been extensively addressed and that good research and thoughtful writing abound. The trouble, from my perspective, is that we still see far too many examples of irresponsible, unprincipled and ineffective leadership that have had a devastating impact on people and organizations. I want to be part of a movement that changes this reality and creates a core of leaders whose first priority is to serve those they lead and create positive results for all stakeholders.

In August of 2008, I left a decade of employment with Duke University to start my own company, LeanForward, Inc. I’ll wait for another day to discuss the wisdom of walking away from a secure job with a good income in the middle of a global crisis to begin a new venture. For now, just call it a leap of faith. For me, it has been a leap into a huge gap or void; not so much into an unknown and uncertain business climate, but rather into a vacuum created by a lack of principle-based leadership. This vacuum draws me – it compels me—to do something, anything, to help restore the faith people once had in leaders and redeem the hope and trust that have been lost.

The opportunity to work for an organization of the caliber of Duke (and several other good organizations over my career) provided me with a living laboratory for learning about leadership – i.e., what works and what doesn’t work in the real world. As an executive leader in human resources, I’ve had successes and my fair share of failures. I’ve tried to learn from all of these personal experiences, as well as the experiences of others. In fact, I’m still learning. The opportunity I have now is to work outside the confines of a particular organization in an effort to improve the practice of leadership across multiple organizations and industries. One way I can do this is by promoting the practice of “thought leadership.” I believe a good thought leader is someone who is a well-intentioned yet persistent provocateur and revolutionary. Provocateurs challenge embedded mental models – the cognitive shorthand we use each day to evaluate, define and respond to people and situations. Mental models need to be challenged when they keep us from being open to new ideas or inhibit our willingness to examine our conclusions about what is true. Revolutionaries challenge established practices, structures and authority. Practices, structures and authority need to be challenged when they fail to meet the legitimate needs and interests of people and organizations.

My personal mission is to play a part in helping to close the gap and fill the void created by poor leadership, and the systems and thinking that enable it. I hope this forum, and others like it, create a thoughtful, open and practical exchange of provocative, revolutionary and energizing ideas for building strong relationships and accomplishing superior results. I encourage you to join me in this effort. Your comments, suggestions and perspectives are always welcome. You may email at mark.rumbles@leanforwardinc.com.

 

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Mark Rumbles, President

LeanForward, Inc. 

Author of the LeadingForward Blog

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Wednesday
Aug262009

Brand Names

Name recognition can be huge. As an individual, you know you have hit the big time when you are universally recognized by your first name, like Madonna, Elvis, Oprah, Napoleon, Aretha, Brutus, Hillary, Tiger, Cher, Judas, Jesus, and Santa; or your last name, like Ali, Gandhi and Madoff. That’s quite a mix. Prince was apparently not satisfied with this level of recognition so he took on the moniker of “The Artist formally known as Prince” for a short while. But that backfired and now he is just Prince again, I think.

If you are seeking broad appeal, it really helps to have a unique given name, or to assume one. There have been a lot of famous Bob’s and David’s but those names are far too common to stand alone. Meatloaf, Pele, Sting, Stonewall, Bono and Twiggy are much better if you want to be remembered. In the event you are stuck with a name like William, a catchy nickname can sometimes push you up the “top of mind” list. Billy the Kid did it, though a bit notoriously. Lady Bird, Blackbeard, Old Hickory, and The Fonz also enjoyed some success. However, with the exception of “pro” wrestlers, you cannot give yourself a nickname. You have to rely on others to pin it on you, and that can be risky.

Sometimes an adjective is all that needs to be added to enhance name recognition, such as Honest Abe. Be careful though because the purpose of an adjective is to describe a noun and the combination can be hard to shake. Plenty of people have struggled to live down or live up to their nicknames. Wild Bill, Cool Hand Luke and Pistol Pete are pretty fitting. Weird Al works for Yankovic’s wacky shtick. Bozo the Clown works as well but no one else wants to be known as a Bozo or a clown, unless that is their profession.

I know of two final ways to work the name game – you can try to use your initials or partner up with somebody else. While companies like IBM and AT&T are household names, it is much harder for individuals to go the initial route. You have to be huge, like JC. As universally recognizable as MJ may be, even those initials require context, i.e., entertainment or basketball. JFK, FDR, and GW work without further elaboration. If you decide to team-up with a partner, your two names together often provide all the necessary context. Bonnie is a pretty common name. Clyde is perhaps less common. Put them together and you have instant name recognition. Again though, be careful who you pair yourself with since it is nearly impossible to separate names and personalities once they become linked together. Sonny had to change careers. I believe the Lehman brothers split town.

The point of all of this is that our performance, our track record, gets bonded to our name. That can be a very good or a not so good thing. For example, Judas and Brutus did not fare well. Worse, their names have gone on to live in perpetuity and have become synonymous with words like betrayer and backstabber. Those particular associations are provocative but tend to turn people off. You would not name a financial institution “Judas Bank & Trust” or a venture capital firm “Brutus & Associates.”

Our names are in effect our personal brands. With the explosion of social networking, blogging and e-commerce, everyone is now essentially in the branding game. Yet, unlike companies, our personal names are über-brands – they are the essence of who we are in the eyes of others. Our names evoke a mental image and emotional response from others. It makes good sense to work on our branding. Oddly enough though, we do not do this by promoting ourselves but rather by serving others. Some public figures and well known companies get this principle and live it out very successfully. They serve by sharing their very best talents, services and products with their fans, constituents and customers. For the rest of us – who may never achieve notoriety outside our relatively small circles of influence – we still have the opportunity to positively impact others within our families, worksites, communities and places of worship. Building a good name involves a lifetime of work and we will have our ups and downs. Some of us may even have repair work to do. The time has arrived for each of us to become full-time managers of our personal brand.

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