Noah Plumb is an inspiring GoDaddy.com employee. When Eric Keosky-Smith arranged for the Fountain Hills Leaders Institute to meet with Warren Edelmann, COO of GoDaddy.com and to tour the facilities last year, we had no idea that we would still be thinking about Noah. Noah gave us the tour.

It occurred to us that we rarely hear an employee so enthusiastically rave about their company, passionately engaged with the success of GoDaddy.com as he constantly offers up suggestions to grab more market share, expand products and boost morale even more. And GoDaddy.com has had something to do with this relationship as they warmly embrace and encourage even more suggestions from Noah. Noah proclaims that he is a lifer at GoDaddy.com, he drank the cool-aid!

Noah is a Contagious Leader!  Congratulations, Noah!

If you would like to nominate someone, feel free to send us an email by clicking here, and we would love to consider them!  Please tell us a bit about them and what makes them Contagious in their leadership.

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Customer satisfaction becomes worthless unless it triggers customer loyalty and inspires people to refer your meeting planning business to other potential customers.

Examples of exceptional leadership are found everywhere:

Four Paws General Store, in Fountain Hills, may look like a simple pet store from the outside, but take a closer look and you will discover that this prosperous company owned by two local leaders, Margherita Arvanites and Sheila Hall, has developed one of the most loyal and engaged group of customers, all of them involved in the business in amazingly positive and productive ways.

When the store opened in 2002, its owners created what they called the “Yappy Hour”, which consists of a Friday evening event where dogs and owners gather for some time of camaraderie. 

Dogs play, owners chat, and Margherita and Sheila serve refreshments while they enjoy the chance to get to know their customers and pets on a personal basis.  This led to the discovery that not only dogs wag their tails when they are happy… their owners can too!

You can be sure that Four Paws General Store’s customers are not going anywhere else soon.  One time when the owners were out of town, Yappy Hour was going to be canceled for that week because they didn’t want to leave their part time staff in charge of the event, but the customers jumped in and, Oh Yes… barked their opinions.

Several clients offered to take care of everything, refreshments included.  It is clear that there is not a howl, growl, or snarl able to put an end to Yappy Hour; dogs will keep on playing, owners will keep on chatting, and vice versa, and there will be a lot of tail wagging from everyone in the long future.    

In the meeting planning business, leaders know that customer satisfaction is important, in fact, and as every renowned leadership speaker and coach will confirm, it is 15 times more expensive to gain a new customer than it is to maintain a current one; thus, it is smart and financially wise to make your customers happy, but… leaders also know that a satisfied customer doesn’t mean he or she will come back for more. 

On the other hand, when your customers feel engaged, they are devoted to you, and that means they are there to stay. 

This little pet store has done the magic, its customers wouldn’t even think about shopping somewhere else, they constantly tell their friends about the place, and enjoy being a part of the business’s growth.

So, dear meeting planner, do you have your own version of the Yappy Hour?  Because if you don’t, you’re barking up the wrong tree!

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So, don’t be surprised if, in the beginning, the people in your organization appear nervous and cynical about any changes you want to introduce, even if they clearly are for good.

In order for you to build endorsement towards the change to a contagious leadership culture, you must be receptive to the attitudes of others and put into practice a contagious leadership program that will encourage participation.

Take GE for example.  When this company launched its Work-Out program to give workers, managers, and leaders the opportunity to get together, share ideas, and get barriers out of the way, in the beginning it was a voluntary program.  It seemed (like) a town meeting, and many people showed up with healthy disbelief. 

Before anyone was willing to take an active part in it, they had to confirm it was a safe setting, a place where they could voice their opinion without taking the risk of being accused later, and they had to believe that the ideas they were presenting were being considered seriously; thus, Jack Welch and his team defined a strategy to create endorsement.

To begin with, they asked people to wear khakis and t-shirts so that no one would look superior to others, and the leaders were directed to address ideas right there in one of three ways: approve it, reject it, or request more information. 

Very soon, everyone noticed that they were serious about the program, and eventually, it was a requirement to attend.

Getting someone to get your back takes time and honest effort.  If you don’t walk the walk and talk the talk, you will kill any program you start.

These are some strategies to build endorsement, right from the files of the top leadership speaker on the topic of contagious leadership:

-      Define clear goals and ensure everyone on your team knows what you are planning, what you wish to achieve, and why.

-      Start a vibrant communication program, in other words, communicate early, regularly, and harmoniously; and make sure everyone is informed about:

-     What you are doing

-     Who is doing it

-     Why you are doing it

-     How well you are doing

-     Who is doing well

-     Ensure communication is internal and external.

-     Focus on successes, not on failures.

In the end, your goal should be that everyone in your organization gets your back… not for your sake and personal interest, but as every contagious leader believes, for a greater and general good.

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We’ve most certainly heard about it and sadly, many of us have seen it happen: a “leader” having a custom-made desk installed in his office the same week he is laying off employees, and he even has the nerve to ask the personnel that is left to accept more responsibility in view of the staff shortage and to save money.

Can you see the huge conflict this “leader’s” message expresses?  It is such poor behavior coming from the company’s top levels.  Obviously, this person was passionate about cutting back expenses that affected everyone but him.     

When something like this happens, when the messages from the organization’s “leaders” are so clearly opposite to their actions, the only possible outcome is a culture of distrust, one where fear rules and that chokes the employees’ “can do” attitude.

This kind of paradoxical leadership creates a spread of dreary behavior and resentfulness that disintegrates a company from the inside out.

Every company leader and CEO should wear a certified badge of authenticity with the legend: “I say what I mean and act as I say.”  And to be able to deserve this badge and kiss the corporate lack of authenticity goodbye, you, as a leader must:

-      Believe in truthfulness.  Does the annual report describe the company you run?  Is your company true to what is said about it in articles, internal communications, and description at company meetings and events?  If not, set the record straight and show your authenticity.

-      Have vision.  Do you communicate a vision that your employees don’t support? Do you reward behaviors that are in conflict with the culture you desire for the company?

-      Handle inconsistency.  Even more, when an inconsistency is identified, do you take action in a prompt, honest, and clear manner to correct the detrimental message that was set loose?

Leadership authenticity is about being authentic, trustworthy, and genuine.  Being authentic is about knowing and being true to who you are, not who you pretend to be.  Sadly, many “leaders” have been playing the role for so long that they have no idea who they really are.

If you are driven by percentages, maybe this will convince you: 40% of corporate leaders would change careers if they could keep their current income level.  Maybe they are tired of not being true to themselves or of being forced by a job or culture to be someone they’re not.   

The reality is that if you wish to be a winner in the long run, you must be authentic.  So, get real!

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Long gone are the days when people were rotated through a position to find a match, or when a competitor’s star player signed on for the big bucks only to fail miserably in meeting very high expectations.

A bad hire today implies such high costs, that the future of a company may very easily be in the hands of the person in charge of hiring the best candidate for the job.  

Today, you have to look beyond the resume when hiring a leader, because normally that piece of paper is more filled with air than a hot air balloon. 

Presently, you have to hire leaders by measuring their cultural compatibility.  Instead of regarding only a certain set of skills, first you have to consider the person’s behavior and attitude towards the meeting planner’s environment.

In fact, there are 4 criteria that are crucial when hiring or promoting someone to a meeting planner or assistant’s job:

Attitude

It is not easy, but is a must, to identify a “can do” leadership attitude.  This requires observation, open-ended scenario questions, and self-confidence demonstrations.

Behavior

This one also requires lots of observation and assessment, because it impacts everyone within the company. 

You have to decide if you need an aggressive, results-oriented, fast-paced leader, or a stable, dependable, and caring one; this based on what the meeting planner or assistant’s job requires, not on your personal preference.

Competencies and cultural compatibility

Every job needs a given set of competencies.  Define the competencies and behavioral attributes that best fit the position and see which candidates have them. 

 The candidate who best fits the competencies needed is the most compatible with your company.

 Skills

You should hire a skilled meeting planner or assistant, but do not make his or her skills the decisive factor. 

Most candidates will be able to learn most skills; however, not everyone is capable of changing or learning a new leadership attitude, behavior, or competency.

A leader should develop a system that measures a combination of these 4 criteria to find the right candidate. 

This process is so vital that many companies hire a renowned leadership speaker and consultant to guide them through it as well as to help them design the right behavior, values and competency assessments, to conduct email and face-to-face interviews, and to thoroughly analyze resumes when hiring and promoting individuals, all of this in order to lower the chances of making a bad hire.

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According to a top leadership speaker, here’s how to get into the permission mentoring habit successfully:

Ask permission

Always ask people if they are interested in being mentored.  Never assume everyone wants to become a leader, because this is not true.

Some individuals are not interested in becoming contagious leaders, and some others may not be interested in being mentored by you, and this is fine, everyone is entitled to choose what works best for them; thus, it is only wise to make sure you are investing your time in people who truly want what you can offer them.  

The good thing is that a very powerful force is activated when you ask and someone says yes, a new level of commitment arises, and the results are remarkable; in other words, a new individual is born.

Create parameters

Your mentoring must have well-defined and approved boundaries.  If the goal is for the employee to become a contagious leader, focus on the habits such a person requires and reach an agreement as to what is expected.   

Before beginning the mentoring program, ask the employee to self-assess each habit, and compare it to your assessment.  Talk about the progress you both expect to see, and establish time limits for each session and for the totality of the program in a way that lets you both get the best out of it.

Focus the parameters on activities and behaviors instead of on results, because the first are the ones that will guide the person towards the desired result, while many outside circumstances can affect the second. 

Schedule uninterrupted time

There should be a time exclusively devoted to discuss, review, measure, and offer feedback.  Honor the process, and your commitment to being a contagious leader and a mentor, by giving it meaningful time.  Never allow the person to feel forgotten or neglected.

Employ involved recognition

A mentoring program is a great opportunity for you to practice the habits and qualities of a contagious leader.

Keep an eye on your attitude, focus on the person’s strengths, and employ involved recognition as much as possible.  Pay attention and identify as many opportunities as you can to recognize the actions and behavior of the person you are mentoring.

This is key to strengthening the confidence in their ability to become contagious leaders, and will teach them how to use it themselves.   

Never stop measuring

Your job as a contagious leader is to develop many other contagious leaders, and you have to make sure the persons you are mentoring are moving in the right direction. 

You must keep track of how each one of them is doing and of how many you have at a certain stage of development, so as to be able to control and anticipate when these individuals are ready to move on.

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Some people are more comfortable and much more effective in other roles; they know themselves and are intelligent enough to make choices that are right for them. 

There’s also the possibility that they do want to advance, but may not want your help to do it.

This is why contagious leaders should always ask for permission before mentoring someone, and this is something a good leadership speaker can’t emphasize enough. 

Permission mentoring is the habit of ripening aspiring contagious leaders.  Mentoring someone who does not want to be mentored is not only a waste of time but will deeply annoy the employee. 

Think for example that your teenage daughters love borrowing your clothes because they are so “cool”, and they just go and take anything from your closet at any time.  You would probably feel exasperated every time this happened; however, if they just asked, you would most likely and very gladly let them take anything they wanted. 

Well, the same goes for mentoring, you have to ask if the person wants to be mentored, and this is necessary for various reasons:

1.    Clarity

Simply to know, for sure, that the person is open to your mentoring.  Once a person says yes, you and him know you are the mentor, and your time will be worth spending. 

Even when you only want to offer a suggestion, you should ask the person if they are open to ‘suggestions’ or ‘a bit of mentoring’, before presenting it.  Just basic psychology. 

2.    Good manners

Not asking is simply disrespectful and invasive, and this behavior is never welcomed. 

Most people hate change because it is forced on them, this is why it is so hard to see it initiated spontaneously; thus, if you force mentoring, it will be basically, hated.

3.    Choice

Everyone likes to be given a choice.  We like to feel we can either accept or reject a suggestion, an opinion, or mentoring. 

A very strong energy arises when we accept something after seriously considering it.  A powerful commitment is established, everything is taken more seriously, people prepare more carefully, and the results are amazingly productive.   

Ensure you are ready to hear ‘no, thank you’ after you offer a choice, because you will hear it sometimes; so be prepared to accept it.   

 4.    Politeness

It is always polite to ask.  Since a while back, business has become a very bad-mannered arena.  Once you start asking for permission in your company, the environment will relax in unimaginable ways.

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Here we offer you 5 significant ways in which you can celebrate all kinds of success, big or small, in a meaningful and open manner to make contagious leadership stick within your organization:

Go public

Recognizing people for their good work is always effective no matter how it is done; however, if done in a public way, it will produce a massive impact, and its value will last longer.  

Do it immediately

The most important thing for an employee is to celebrate his or her successes.  The sooner you praise their achievements, the bigger the impact this will produce on them and on everyone else within the company.  

On the contrary, the longer you wait, the more the person will grasp that you are being insincere in your spotlighting, involved recognition, and vibrant communication efforts.

Be precise

Don’t just come out and say, “Well done, Amy!”  Specify what was it that the person did that was so outstanding, special, and worthy of praise. 

For example, something along the lines of, “You did an amazing job solving the situation, Amy.  The customers truly felt tended to and are very excited about working with us again in the near future.  This kind of response is what will get us far ahead.  Thank you for caring so much”, would work wonders.

Focus on the strengths

If you want to take someone down and annul every possibility of taking advantage of that person’s qualities, nag them incessantly by pointing out what’s being done wrong or is missing.

In contrast, if you are truly committed to excellence and to seeing the positive in everyone and in everything, focus on the strengths people have and on how you can potentiate them in benefit of your company and that person’s life.

Announce all accomplishments

Any successful action, no matter how small, is a good excuse to celebrate.

Celebrate good habits and qualities, instead of celebrating numbers:

>Send handwritten “God job!” notes regularly to your employees’ homes.  You have no idea how such a note from the CEO will make an employee feel.  Everyone will know about it in less than 24 hours.                                               

Give this a try:  Take a pen right now and spend 10 minutes handwriting five praising notes for five people in your team.  Tell them why you value them, and be specific. 

Next week, write one note per day; the following week, write two daily notes, and start paying attention to what happens and how things begin to change. 

Even without feedback, you will see the difference.    

> Honor even the smallest accomplishment, and involve the highest levels of the organization in the celebration.

>Establish a ‘Contagious Leader of the Month’ program.  Everyone votes, and the winner gets to participate in a contagious leadership lunch with the CEO.

>Create a ‘Contagious Leadership Wall of Fame’, showing pictures of all these leaders doing what they do best and  with a legend explaining why each one of them is being honored in such a way.  

There are endless ways to celebrate success.  A good leadership speaker can guide you in the process of discovering what works best for your company; nevertheless, it is just a matter of envisioning your organization and getting creative; it is all about having lots of fun and becoming highly productive.

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Intelligent leaders work on eradicating the conducts and actions that discourage the behaviors of contagious leaders in order to make the good arise by itself.

Here are 4 wise and simple strategies to stop energizing the contained and to start turning your company’s ways into contagious leadership ones:

Stop praising erroneous behaviors. 

True contagious leaders are congruent; constantly, in every decision they make. 

Let’s say a director whose style emulates that of a tyrant, who cares only about the bottom line, who is three-times divorced because work is his religion and expects it to be everyone else’s, gets promoted to vice-president.  What do you think is being praised here?        

Make it right to be a contagious leader.

In order to develop contagious leaders you have to commit to doing it.  

Just decide that contagious leadership is the right way to go, decide that it is ok to be a leader instead of just a manager, and embody that decision every single day and in every single thing you do. 

Before you know it, your behavior will become… contagious. 

Get personally involved in the process. 

Developing a contagious leadership culture project cannot be delegated; you have to be deeply involved in the process if success is your goal, even though this may not be your only role. 

In order for such an initiative to work, you must be a contagious leader yourself, you have to honor and reward contagious leadership behaviors and examples, and you should teach others to become such powerful leaders.

This is basic, because the contagious leadership approach implies a big cultural change for the majority of companies, and it doesn’t work hands-off, as management does.

Select a CLO- Contagious Leadership Officer

Give a hand-picked someone¾as advised by in the lines of a leadership speaker and advisor¾ a meaningful title, a big office, a lot of money, and unlimited authority to put into action, measure, and honor success all the way through your organization.

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