Anne Chow Knows What It Takes to Lead Bigger (And Better)

Sometimes, the best way to define something is to describe what it is not.

 That approach is exactly what Anne Chow took when describing a form of management she defines as "small." Included are habits such as being penny-wise and pound-foolish, using a narrow lens, micromanaging, missing the big picture and being too self-focused. These descriptors set up what it means to—as she says in the title of her new book—Lead Bigger!

 “Leading small is almost literally that not having a broad perspective, not thinking about the consequences of what you're doing,” Chow told me in a recent interview. It’s “being incredibly transactional in your nature, and quite frankly being very self-oriented, perhaps not intentionally, but being very self-oriented as opposed to being selfless in a way,”

 Former CEO of AT&T Business—and the first woman and woman of color to hold that title—Chow advocates that to lead truly bigger, you need to "widen your perspective to have greater performance and impact."  This concept is not new to Chow. What struck me was that we are always told to think bigger, especially if we're in a rut, if there's a disruption that's happened in the marketplace, a new technology, a challenge in the workforce, a challenge on a geopolitical basis, think bigger since we were young since we were little kids."

Acting with a sense of purpose

Doing this requires the power of purpose to focus on work that matters with engaged employees who can innovate and are agile enough to adapt to change. “It takes people to drive a business, it takes people to be the heart and soul of the business. The business does not drive people. And the quicker you realize that, the quicker you realize that it is our job as leaders, leadership is all about people. You manage things, you lead people,” says Chow.

Doing so can create a sense of community “Whether it's internal to your organization with your employees” or your customers and stakeholders. As Chow says, “It's ultimately about people. So that sense of community, that sense of connection is vital in order for you to get done what you need to get done in the most effective and efficient ways.”

 One feature of the book I found appealing is the posing of questions at the end of every chapter. For example, on the topic of purpose, Chow poses these questions:

·      “Do you know what impact your company makes in the world?

·      “Do your employees and customers believe your company embodies your purpose?

·      “Do you have a plan to refresh your purpose as the market changes?”

These are straightforward questions that require real self-awareness to answer correctly and honestly. 

Defining inclusion

The subtitle of Chow's book is "The Transformative Power of Inclusion." In other words, to lead bigger, you need to think beyond your own experiences and horizons. This engagement can only occur when you involve people from all different backgrounds. Involvement means inclusion, welcoming them to contribute and to create a community.

Presence is essential to the notion of inclusion. But it would help if you were smart about what you are asking for, says Chow. "And it's up to us as leaders to really understand what is productivity really, and what is it that we need. I don't think there's a single person who would disagree that in person is better for building deep connection, but it is not necessary to get every bit of every job done.”

 Some tasks can be done remotely; other activities like brainstorming, manufacturing, and front-line jobs require physical presence. “I think we as leaders, bigger leaders have to work harder at showing why and developing the systems of utilizing presence and proximity to our advantage, not the way it was before, which is the way I learned to lead is we all sit in the same building,” says Chow

Such perspectives—as Chow teaches us in her writing and speaking—add dimension to the concept of inclusion. It's not a formula; it's a process that makes an organization stronger, wiser, more adaptable and resilient because it engages the hearts and minds of employees who feel they belong.

Here is a link to my full LinkedIn Live interview with Anne Chow.

First posted on SmartBrief.com 9.11.2024

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