🧭 How to Build The Leadership Habit of Action

Good Day, and welcome to The Growth Compass. We are like Shel Silverstein’s giving tree of mindset - we are here to “continuously give, nurture, and inspire.”

Here’s Where We Are Headed Today:

• Robin Sharma on Leadership

• Why Leadership Means Action

• Marriott’s Story from Root Beer Stand to $14B Giant

• Tim Kight, Harvard Business Review, and Other Experts on Leadership

• Free Mental Fitness Links 👇

• Quick Takeaways from Today’s Newsletter (TLDR) 👇

Why Leadership Means Action

Leadership is fundamentally about your behavior and the action that you take. It’s the process of guiding, inspiring, and facilitating others towards achieving collective goals. It is based on what you do and what you do consistently. That is why so many people say your title doesn’t matter, your behavior does. It transcends mere words or intentions, because it creates tangible, impactful decisions and behaviors that drive progress and change.

Why it matters: The significance of leadership lies in your capacity to shape environments, influence outcomes, and empower people. Effective leadership establishes a culture of collaboration, innovation, and shared responsibility, essential for any organization or community's success.

Leaders who demonstrate their commitment through actions rather than relying solely on their position are more likely to inspire loyalty, drive engagement, and encourage a sense of ownership and accountability in their teams.

• It deepens trust.

• It enhances credibility.

• It enhances communication.

• It creates a more inclusive culture.

What the science says: Research in the field of leadership consistently underscores the effectiveness of leaders who demonstrate care and take decisive action.

• Studies highlight that leaders who empathetically engage with their teams and show genuine concern for their well-being tend to foster a more positive, productive work environment.

• The ability to take prompt and effective action is seen as a hallmark of successful leadership. This proactive approach not only addresses challenges swiftly but also inspires confidence and respect from team members.

Marriott’s Story from Root Beer Stand to Giant

Bill Marriott's journey is synonymous with the evolution of Marriott International from a modest root beer stand in 1927 to a global hospitality behemoth. Overseeing this transformation for over five decades, Marriott's leadership style was not just about managing a vast enterprise but creating a culture of excellence, innovation, and integrity. He led through his actions, and this is his story and his principles.

People-First Philosophy - At the heart of Marriott’s leadership style was his ability to put both employees and customers first. People need to know that you care about them and that you aren’t just another number on a spreadsheet. This is a passage from a Forbes interview with Bill Marriott: “My dad started it all back in the '30s when we had a root beer stand and then a restaurant. And one day the cook didn't show up and he decided he better get a program going so he could retain his people and keep them happy. And he put a doctor on the payroll to do their healthcare and a few years later he put a surgeon on the payroll to do their healthcare.  But it's always been the major belief of our company, take good care of your people, they'll take good care of the customer and the customer will come back.”

Get Feedback and Listen - Marriott acknowledges that he doesn’t know everything and that you need to listen to your people. You need to get their feedback and sometimes you have to ask those 4 important words: “What do you think?” Marriott always cites an exchange where President Eisenhower was staying in his father’s company and asked all of his people, “What do you think?” It is simple, but makes a big difference.

Embrace Change - Bill Marriott said, “Change is good. If you aren’t changing you can end up resting on your laurels. It’s a recipe for failure.” Marriott's ability to adapt and innovate, catering to changing customer preferences, has been key to staying relevant and competitive in a dynamic industry. For him, it all started with taking a risk and making a change moving from a root beer stand into hospitality.

You Have to Show People What to Do - You can’t just expect people to show up and perform, you need to set them up for success. Marriott has people work for at least 30 days before they are ever assigned to work for a job. At the Ritz Carlton, it is up to 90 days! They are an apprentice to a current employee who will train and teach them how to perform. The goal is to make them feel comfortable and to make them feel like they are a part of the company. It isn’t about just doing the work, it’s about collaboration, inclusion, and instilling confidence in every person.

Have High Standards and Live Up to Them - The company's meticulous attention to standards and consistency has been a cornerstone of its success, ensuring a uniform and high-quality guest experience across its global portfolio. They have 66 ways to make up a room, steps that employees have to follow when they make up a guest room. They also have detailed procedures for checking guests in and checking guests out. Marriott knows that to be a great example, you need to set a standard for what the goal and expectation is.

Takeaways and Questions to Ask:

1. Embrace a people-centric approach - What daily habits do you do that enable people to succeed? What actions are you taking to set up that environment?

2. Listen openly and actively - How do you gather feedback? How are you encouraging open communication through your actions?

3. Adapt and innovate - What innovations do you have for 2024? How are you looking to evolve from today’s status quo?

4. Growth-mindset - How are you investing in learning and development? How are you developing yourself?

Bill Marriott's leadership philosophy offers a blueprint for effective leadership that goes beyond the hospitality industry. His principles of people-first management, continuous learning, and adaptability are universal in their application. Remember, in Marriott's own words, "Leadership is a series of behaviors rather than a role for heroes" - a mantra that can guide us all in our personal and professional journeys.

Tim Kight, HBR, and Other Experts on Leadership

That's a wrap for today. If you want to spread the joy, make sure to refer the newsletter to someone you think would benefit!