LEADERSHIP: ACT AS AMBASSADOR

Nature abhors a vacuum.  Particularly, an information blackout.  And, if you let one arise, it may quickly fill with "good stories" put about by competitors and enemies. 

In times of old, ambassadors (kitted out in gold braid) travelled abroad to represent their countries.  Putting out messages from their kings or parliaments.  Seeking local news and intelligence.  And, attending countless dinners and balls.  These fun bits are less evident today.  But, the role is still critical - for companies, as much as countries.  And, in the case of companies, the work includes building cooperation with other parts of the same organisation.  Learning more of their plans; and, sharing your own.

All leaders have some ambassadorial work to do.  This is true for a team leader deep inside an organisation, as much as it is for the CEO or chairman.

Sadly, too many leaders think representation's a waste of time.  I recently heard a division head say dismissively "meeting those Government guys won't bring in any new business."  Possibly true.  But, it might facilitate a government contract; or, provide notice of new legislation - and opportunity to influence it; or, facilitate access if ever you have a problem.  All useful information and insurance.

How would your colleagues rate you on these ambassadorial actions? Building connections with peers and others in your group.  Relating externally with clients and suppliers; and, with industry, Government and community groups - all key stakeholders.  Communicating vigorously and appropriately - keeping people in the loop.  Seeking input, feedback, assistance, ideas.

In other words, ambassadorship is a so-called "soft" element of leadership - dealing with relationships and culture.  But, it has to support the "hard" elements of your commercial goals and outcomes.  Thereby achieving a multiplier effect: commercial strategy leveraged by the commitment of a broad constituency.

Lift your performance!

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