What are you known for? When I ask that question of leaders, more often than not, I get responses such as,

“Well, right now, I’m the Vice President for Sales and Marketing.”

“For the last several months, I’ve been working on an employee retention program.”

“I’m known as the guy who used to play football in the NFL.”

“I’m known as a senior executive in the IT industry.”

All true, but not particularly insightful descriptions.

“What are you known for?” is not a rhetorical or off- handed question for use at cocktail parties and networking events.

Leaders are and should be known for making a particular difference in their organizations. They should be able to clearly and concisely describe that difference for others. A few examples.

One of my clients is known for his ability to merge departments and organizations, despite their differences, having successfully navigated two major acquisitions during his career in a Fortune 5 company. He understands dynamic political winds and complex power sources and navigates them effectively.

The former president of a major IT consulting company is known for his ability to recognize and develop leadership talent. He has mentored dozens of young, aspiring executives whose talent he recognized early on and who have risen to important positions in a number of organizations in the IT industry.

My wife is known as an HR executive who helped build organizations whose commitment to people serves the business interests. She has proven, time and time again, that supporting and developing people makes good business sense.

A consultant colleague is known for his ability to uncover critical information that he uses to design innovative solutions to marketing problems. He’s particularly gifted at identifying data sources that others overlook or miss and then using that data to develop unique and effective marketing solutions.

My sister, a retired college professor and department chair, is known for her ability to build educational programs that better serve their intended audiences by engaging all the stakeholders in the process. She did that numerous times during her career.

What do these examples show? They demonstrate that some leaders can clearly and concisely describe what they are known for. Why is that important?

Leaders are more effective when they know what they’re good at. They have an obligation to define themselves accurately and clearly. Why? Leaders become better when they define themselves precisely and communicate their strengths and accomplishments to others.

Not all leaders are good at defining themselves.

Part of my work over the last few years has been to help leaders identify and clearly state what they’re known for. Here are three questions to help you (and those you lead) to uncover and clarify what you’re known for.

Do you find yourself repeatedly dealing successfully with the same kind of issue and problem? When others ask for your help, do they reference and request particular strengths or skills of yours? Do you find yourself naturally drawn to and excited by certain challenges, problems, or opportunities?

Did you notice anything about these questions? They are intended to help you recognize both what you are good at and what you like to do. If you find something that does both, then you’ve probably found out what you’re known for.

So, what are you known for?

At year end, I look back on my year to review what’s happened, analyze successes and failures, and plan for the year ahead. A part of the analysis always includes my desire to recall what I’ve learned, especially about myself and how it affects my work.

This year, I realized, even more fully, that I’m not a jack-of-all-trades. My clients have used me for specific, practical solutions requiring my particular skills sets. I fit a certain niche.

My life is more rewarding and focused because of it – by knowing who I am and what I do (and don’t do), I am more effective, productive, and confident and much more willing to say no to requests that don’t correspond to what I’m best suited to doing.

What about you? What have you learned about yourself this year?

Will Rogers said, “The best way out of a difficulty is through it.” Sounds simple, doesn’t it?

However, too many leaders fail to recognize the wisdom of his advice and, instead, try to hide, ignore, or deny the difficulty in which they find themselves and that they most likely helped to create.

Good leaders accept the responsibility for resolving the difficulties that exist. They don’t shirk from that responsibility; they don’t blame others; they don’t diminish the significance of the difficulty; they don’t cover it up or hide it.

A friend of mine, President of a mid-sized company, found out that one of her project managers “fired” a client that had been with the firm for nearly twenty years. She immediately called the client company CEO to apologize, accepted responsibility for the mistake, and ask what she could do to redress the error. The CEO said, “No one has ever done this before.”

Good leaders have the courage and forthrightness to deal with difficulties head on.

What about you?

email: archie@archietinelli.com archie@archietinelli.com