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weLEAD Leadership Series

Exclusive interview with Paul Thornton

Interviewed by Greg Thomas

Paul Thornton is an author, consultant, trainer, and speaker whose specialty is in the areas of team building, leadership and management. Since 1980, he has trained over 7,000 supervisors and managers on how to become more effective leaders. His career has uniquely been centered around both the selection and development of leaders. Paul is the author of three books. His latest entitled, Be the Leader - Make the Difference is now available. You can read a weLEAD book review of this book here. You can also learn more about his organization and services at www.betheleader.com

Paul, what is your background and what got you interested the study of leadership?

I played hockey in high school and college. I was always curious what made some teams overachieve. I concluded it was the coaching. This was my first interest in management and leadership.

While at Ohio University I took Dr. Paul Hersey’s course on managing organizational behavior. He played a major role in the development and evolution of “Situational Leadership Theory.” It was my best college course. His passion and ability to teach further stimulated my interest in management and leadership.

Throughout my career I have been involved in the selection and development of leaders. At the Hamilton Standard Division of United Technologies I was the focal point for the leadership review process. It involved succession planning and programs to identify and develop high potential employees. In addition, I have participated in several assessment centers to select leaders. My consulting company, Be The Leader Associates (www.betheleader.com) designs and conducts training programs focused on management and leadership.

I think “leadership” is a fascinating topic.

In your seminars as well as the book you discuss the 3 - C Leadership Model. What is the interrelationship between the 3 - C's...Challenge, Confidence and Coaching?

Leaders help people and organizations achieve their best performance. How do they do it? In essence leaders do three things: 1) They challenge people 2) They build people’s confidence 3) They coach people on how to achieve success. The three Cs are interrelated in a number of ways. When people receive coaching and training, they feel more prepared, more confident. As confidence increases, people are willing to take on bigger and bigger challenges. A change in one of the Cs will usually impact one or both of the other Cs. For example, as the size of the challenge increases, most people’s confidence decreases and the need to develop new skills via coaching increases. An interesting aspect of this sequence is that a monumental challenge creates anxiety in people. Anxiety interferes with people’s ability to learn the new skills they need to succeed. When leaders challenge people they must think through how it will affect the person’s confidence and need for coaching.

In one vital part of the book you dedicate considerable effort encouraging the leader to challenge the status quo! Could you expand on this for us?

Leaders not only see what is, but what’s possible. They challenge the status quo because they believe the individual or organization is capable of achieving bigger goals. Leaders believe there is hidden talent in each and every person. They challenge people to leave their “comfort zone” and find out what they can become. Some of the ways leaders challenge people include: describing their vision, establishing stretch goals, asking provocative questions, benchmarking and providing employees with new assignments.

At the end of each part of the book you provide a few relevant Case Studies applying the 3-C Leadership Model. Tell us about one that you found to be most impressive or enlightening.

I found impressive and enlightening comments from each of the leaders who provided case studies as to how they have applied the 3C- Leadership Model. Here are my favorites:

“Like throwing a rock in a pond, I try to stretch people one ripple at a time.” Sue Lewis

“If people don’t fully comprehend the challenge, they don’t see the need to change or learn new skills.” Bob LaPalme

“If you’re missing any one of the 3 Cs (challenge, confidence, coaching), growth and development won’t occur. Effective leaders provide the right mix of the 3Cs, and that’s what helps people continue to grow.” Janice Deskus

“If you’re really committed to continuous improvement, you have a natural curiosity to learn from the best.” Ayn LaPlant

“Sometimes big challenges need to be broken down into bite-size pieces. Let people succeed one bite at a time.” Don Sweet

“People do not have a need to improve until they are challenged, and without confidence they do not believe they can improve.” Steve Chanin

“What I have learned is that if a person needs all 3 Cs at the same time, that person probably is in the wrong position.” Jay Gotz

“Very often I find that the obstacles people identify aren’t the real problem. They’re symptoms of some other deeper issue that’s holding the person back.” Jim Ligotti

How important is it for leaders to set an example of integrity and to model the change they are promoting to others? From your experience, how does one work with a leader they don’t trust ?

Leaders have strong alignment with what they think, say and do. If you don’t set the example, you lose credibility. Without credibility you can’t influence people.

Trust is the foundation of all healthy relationships. It’s very difficult to work with a leader you don’t trust. Short term steps--make sure you get agreement on specific goals and due dates. Document the facts. Keep your boss informed. Help your boss succeed, but be true to your values and beliefs. Don’t go with the flow! Stand up for your beliefs. Longer term solution—update your resume and find a leader you trust.

Paul, what are your personal views on servant-leadership principles as taught by Robert Greenleaf? Are there similarities between servant-leadership and the 3-C Leadership Model?

If your son or daughter comes home with all Cs on their report card, what do you do? I like the idea of asking questions and listening. Find out what he or she wants to achieve. However, if your son is content with medioricity, is that acceptable? Some people want to stay in their comfort zone even when they’re capable of contributing or achieving much more. I think the best way to “serve” people is to focus on what’s possible. Remember the leader sees possibilities that followers may not see. Figure out what’s holding them back. Do they lack confidence or skills? Are they afraid to leave their comfort zone? Leaders use the right amount of each C to help people stretch, believe in themselves and develop new skills.

I have found your new book, Be the Leader – Make The Difference to be insightful and easy to read! Do you have any other books or projects in the works?

I just finished my fourth book, The Triangles of Management and Leadership. It is being published by booklocker.com. It discusses the core, nitty-gritty of what managers and leaders do. Each topic is represented by a triangle. The triangle simplifies and highlights the three critical factors that comprise each management/leadership concept.

In addition, my two partners and I conduct a very powerful four-hour seminar called “Be the Leader, Make the Difference.” We are currently designing a two-day seminar focused on the 14 concepts in my “Triangles” book.

Thanks Paul!

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