Ignition Points

How do you lead in a situation where you are not in control? Vince Thompson asks in his book Ignited, “Can the principles [CEOs] use to run their companies really work for managers in The Middle like us—managers without the ability to reshape businesses, redirect strategies, or even (in many cases) to hire, fire, and reward employees as we see fit? The answer is a qualified no.”

Working from where you are with a foundation of authenticity and self-discipline, you can help to make the necessary changes in your organization and create more purpose in your leadership role. Thompson defines seven ignition points—functions or tools you can develop and use to create unique value to your organization.

The first of these is the power of the Process Master. “One of the most powerful ways for a manager in The Middle to add value is by knowing the processes his company engages in … and knowing them cold.” In addition to specific steps in the process, “It also means knowing the individuals who handle the processes, along with their quirks, strengths, shortcomings, needs, and vulnerabilities.” A big picture thinker.

Second, is the power of the Linkmaker. “Great managing is largely about Linkmaking—knowing the people around you, understanding what makes them tick, And connecting their knowledge and skills in ways that will make powerful things happen for the organization.”

Third, is the power of the Translator. The translator helps people in the organization to see each others viewpoints and values to help unite them behind shared organizational goals. It’s the ability to translate organizational goals “into actionable ideas that our diverse workforces can ll relate to, buy into, and support.”

Fourth, is the power of the Scout. The Scout understands the landscape—the environment, the customers and vendors—the organization is functioning in and communicates that throughout the organization. The Scout tracks people’s changing attitudes, interests and ideas and works to develop its full potential for the benefit of the organization.

Fifth, is the power of the Pilot. In the role of Pilot, you need to be “looking for threatening shoals and promising open sea lanes, and working to steer your company away from the former and toward the later.”

Sixth, is the power of the Bard. “The Bard is an ignited manager with the ability to record and pass on organizational history … and the evocation of relevant facts and comparisons from past events when current decisions are being weighed.” Why is this so important? Because you can “help others understand where they fit into that story.” That’s vital.

Finally, he describes the power of the Healer. “Rather than treating people like cogs in a machine, smart managers empathize with the struggles and aspirations of their team members. They realize that each one is an individual with strengths, weaknesses, and emotions that must be understood fully.” The ignited manager “knows that motivating people is, in part, about nurturing their hearts and minds. The ignited manager “knows that motivating people is, in part, about nurturing their hearts and minds.

Thompson begins with a short quiz to help you identify your mindset in relation to the ideas he presents in this book. He finishes with steps you can take for “getting your idea sold and ensuring that you achieve the success and recognition you’re earned.”

Posted by Michael McKinney at 12:51 AM
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