5 minute read
THE LEADERSHIP PLAYBOOK
BY CAMILLE STELL | PRESIDENT, LAWYERS MUTUAL CONSULTING & SERVICES
‘Tis the season for the Tenth Judicial District / WCBA elections.You may have thrown your hat in the ring at the urging of friends and colleagues. Or perhaps you are stepping out for the first-time volunteering to be a leader. Congratulations to those of you willing to place your name on the ballot. Here are five tips that will help you evolve and thrive as a leader.
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1.DATA DRIVE DECISIONS
Associations today are in a state of evolution. What do our members want? What are our members willing to pay for? How can we compete against the myriad of associations, alumni organizations and online communities vying for our money and our time?
Great leaders recognize gathering data is a key component to building an association that will thrive. Data shows up in surprising places such as the registration lists for your CLE programs. What events garner the largest registration? What venues attract the highest turnout? What content drives registration numbers?
Collecting and analyzing data is key for the health of your organization and great leaders make sure that we avoid the trap of “we’ve always done it this way” to make room for data-driven decisions. 2.SHARE THE DATA
No one likes change.
But when the data requires change, be sure to tell your members what you are doing and why. Then tell them again. The more information your members have, the more they will be willing to invest in the organization.
Great leaders make decisions, then communicate clearly and as quickly as possible. 3.FOLLOW THROUGH ON ASSIGNMENTS
This week, a colleague sent me an agreement to sign. I had agreed in theory to the concept, now the document needed to be signed. When I opened it, it was many more pages than I expected. With a few more clauses than I had expected. I immediately closed the document because I was busy and didn’t have time to figure out what was there.
Later in the week, I received an automated email, a reminder to sign the document. Which I deleted. Then I received a phone call, “hey, just checking in. I’ve noticed you haven’t signed the agreement. How can I help?” I was able to express my concerns and suggest another way for us to get to the same result. After some back and forth, we reached a solution, I signed the document, and I was able to get back to the business of serving clients.
However, I missed an opportunity to be the first to pick up the phone. I missed the opportunity to follow through with my obligation timely. My concerns were valid, and the phone call was necessary. But I let the immediate fire get in the way of my responsibility to my colleague.
People are busy and we all juggle more than we’d like to. Be respectful of your fellow leaders’ time. When you agree to serve, it means you agree to listen, to offer advice, to make decisions and to do it all in timely manner.
Great leaders don’t wait for others to remind them, they follow through on their obligations. 4.GREAT LEADERS HAVE EMPATHY
When people express fear, worry or anger, great leaders have empathy. Great leaders do not retaliate. Great leaders do not mock. Great leaders do not discount others’ emotions.
We can improve our empathy muscle. Walk in other peoples’ shoes. Challenge yourself to tackle experiences that take you outside your comfort zone. Seek feedback from people in person and have conversations though they may be uncomfortable. Examine the emotion presented, not just the data. Ask questions. Examine your biases.
Great leaders recognize that when people have an unexpected reaction to your decision, you must lean into empathy. This doesn’t mean your decision necessarily has to change, but expressing empathy is what keeps your fellow leadership teammates following you even when they disagree with you. 5.GREAT LEADERS RE-ASSESS
Where were you when the pandemic started? I was five business days away from hosting my signature annual conference. A conference that allowed me to display my skills, bring in valuable speakers from across the country, which would provide consulting work to me for the remainder of the year.
The week before the conference, I was on the phone with my venue, my speakers, my caterer and my sponsors. I sent out an email telling registrants the conference was moving forward. Within two days, the situation deteriorated quickly. Cancellations due to COVID-19 included schools, universities, sporting events and more. The next morning, I was back on the phone with my venue, my speakers, my caterer and my sponsors. Within 48 hours of the “moving forward” email, I sent out an email telling registrants the conference was canceled.
In a fast-moving situation, great leaders continue to re-assess the situation and make changes as necessary. to those of you who win and those of you who were vulnerable enough to put your name on a ballot. Effective leadership will enable the Tenth Judicial District Bar / WCBA to evolve and thrive. If you exercise the skills in this playbook, you will become an effective leader, not just in association life, but in your workplace as well.
Camille Stell is the president of Lawyers Mutual Consulting & Services. Continue this conversation by contacting Camille at camille@ lawyersmutualnc.com or 800.662.8843.
Camille Stell is the President of Lawyers Mutual Consulting & Services and works with law firms to modernize their law practices through strategic planning and succession planning. Continue this conversation by contacting Camille at camille@ lawyersmutualconsulting.com or 919.677.8900.
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