Глава 1
The Irresistible Pull: How Magnetic Leaders Transform Organizations
When Steve Jobs returned to Apple in 1997, the company was 90 days from bankruptcy. Within a decade, he transformed it into one of the most valuable companies on earth. What made the difference? Not just strategy or products, but Jobs' magnetic leadership that attracted extraordinary talent and inspired fanatical customer loyalty. Talent magnetism isn't reserved for tech visionaries-it's a learnable skill that transforms ordinary managers into leaders people clamor to work with. Roberta Matuson's book has become required reading in leadership development programs at companies like Google and Microsoft, with Arianna Huffington calling it "essential reading for anyone who wants to build an organization where people love to work." The principles have proven so effective that they've been featured in Harvard Business Review, The Wall Street Journal, and Forbes as a blueprint for leadership that creates unstoppable organizational momentum.
Глава 2
The Magnetic Leader: Creating an Irresistible Pull
A magnetic leader possesses an irresistible leadership style that naturally attracts others. Unlike leaders who expect employees to fall in line, magnetic leaders thoughtfully consider their responsibility for others' success and charge ahead daily to help their people chart paths to both personal and business success. They demonstrate high leadership levels in everything they do.
Many leaders mistakenly believe they're magnetic when they're not. True magnetic leaders share seven essential traits: authenticity (like Warren Buffet openly discussing his $200 billion mistake), selflessness (like Nelson Mandela refusing a second term), strong communication (like Pope Francis speaking his mind regardless of popularity), charisma (like Bill Clinton's ability to make everyone feel important), transparency (like Zappos CEO Tony Hsieh broadcasting company meetings online), vision (like Steve Jobs inspiring others to believe anything is possible), and resilience (like GM CEO Mary Barra navigating her challenging first year).
Magnetism isn't innate-it evolves through observation, experience, mentorship, coaching, and continuous self-development. PANALITIX CEO Rob Nixon exemplifies this journey. After experiencing 26 staff movements in a team of 16 during his "worst people year," he transformed his leadership approach, becoming a magnetic force who now attracts top talent with ease.
The return on magnetism (ROM) is substantial and multifaceted. Magnetic leaders attract better hires faster, inspire off-the-chart employee commitment, reduce costly turnover, increase innovation, drive high customer satisfaction, generate repeat business and referrals, achieve market leadership, and ultimately deliver corporate growth. A study by Egon Zehender International and McKinsey confirms that executives at high-growth companies demonstrate significantly higher leadership competency levels than those at low-performing firms-and importantly, only excellence makes a difference, not merely solid leadership.
Creating a force of magnetic leaders requires clarity about the specific leadership traits you're seeking, speed in securing talent before competitors, and patience to avoid rushing into hiring the wrong person. Regularly assess your leadership team by asking: Would I hire this person today? Will they help us reach the next level? Would I trade them for someone better if I could? Have they reached their ceiling?
Before promoting someone to leadership, consider five crucial factors: Desire (they must genuinely want the role), Aptitude (readiness to lead), Traits (competencies matching your successful leaders), Attitude (maintaining positivity during challenges), and Stamina (energy to multitask and step in when needed). Promoting based solely on technical skill-like making a top salesperson a sales manager-often backfires spectacularly.
Глава 3
The Magnetic Connection: Linking People, Customers, and Profits
The connection between leadership, employee engagement, and business outcomes is unmistakable. Walking into an organization, you can sense its health without seeing financials-a silent, joyless workplace signals trouble. According to Gallup, companies with highly engaged workforces outperform peers by 147% in earnings per share, with significantly fewer quality defects, less shrinkage, lower turnover, and reduced absenteeism.
While money can temporarily keep miserable employees, it's a flawed retention strategy. There's always someone with deeper pockets, and employees who stay only for pay eventually become resentful. Nonprofit leaders like Catherine D'Amato of Greater Boston Food Bank demonstrate that people want to work for successful leaders who take them on meaningful journeys-not just those with the biggest checkbooks. D'Amato connects with her team by being fully present, listening intently, and giving staff space to make their own decisions.
The WOW (Word of Wonderfulness) Factor directly impacts customer experience through employees who become brand ambassadors. Shannon Eis of Yelp shares how her previous employer collaboratively designed her maternity leave policy, teaching her to always put employees first. Larry Broughton of Broughton Hotels applies lessons from his Special Forces days to create cohesive teams, implementing programs like the Dollar Star Program where employees recognize each other's positive actions.
Rather than investing in endless surveys that yield the same issues year after year, use resources to address one or two improvement areas, then move to others once progress is made. When feedback points to you as the problem, resist the urge to identify critics or react defensively. Instead, process the feedback as a growth opportunity, thank your team in person, and share your improvement plan.
Leaders must participate in social media strategically. Crisis management expert Shannon Eis advises against "fueling flames" by responding to employee complaints online-handle issues privately instead. Social media can showcase your team culture through project photos or community volunteering, attracting compatible talent. Commune Hotels CEO Niki Leondakis personally monitors Twitter and hosts bimonthly public Twitter chats with employees, creating transparency that enhances their brand.
Business leaders often wish employees would act more like owners, but why expect this from someone who isn't one? Dan Kenary, cofounder of Harpoon Brewery, found the solution when his partner wanted to exit-instead of selling to a larger company, he sold 48% to an employee stock ownership plan, giving all 187 full-time employees shares. This selfless leadership creates a path for future entrepreneurs and demonstrates that employee satisfaction is the first step toward magnetic leadership.
Глава 4
When Leaders Repel: Understanding the Teflon Effect
Some leaders repel rather than attract talent-these "Teflon leaders" drive employees away through behaviors that damage both brands and employee retention. Millennials, now the largest generation in the workforce, crave authenticity and will choose happiness over working in inauthentic environments.
A shocking 65% of U.S. managers are disengaged in their jobs according to Gallup's 2015 report. Since managers have the greatest impact on employee engagement, this creates a crisis. Bad bosses are the number one reason people quit, with poorly managed work groups 50% less productive and 44% less profitable than well-managed ones.
Not everyone is suited for leadership. When you promote or hire someone unsuited for leadership, you lose not only that person when they inevitably fail, but also the great individual contributor they once were, plus the team members who leave because of poor management. According to Gallup, only about 10% of managers can effectively motivate their team, review performance, build relationships, overcome adversity, and make productive decisions.
The costs of poor leadership are staggering. When employees resign, productivity drops immediately while colleagues must pick up the slack. Additional costs include temporary help, exit interviews, lost training investments, departing knowledge and skills, lost customers, increased unemployment insurance, and separation pay. Finding replacements involves expenses for advertising, recruitment agencies, potentially higher starting salaries, time spent interviewing, assessment testing, and processing new hire paperwork.
Leaders who excel during one phase of business may not be the right fit as company needs evolve. Strategic leaders who thrive on building and creating may struggle when the business requires maintenance and routine operations. Organizations with perpetual leadership become stifling environments where fresh ideas can't flourish, while some leaders stay simply because it's easier than leaving.
According to a Florida State University study, two out of five bosses don't keep their word. Rather than admitting when they can't fulfill a commitment, many leaders pretend they never made the promise at all. Poor communication, micromanagement, failure to offer growth opportunities, outrageous demands, lack of attention, jerky behavior, fear-based leadership, and lack of backbone all contribute to creating Teflon leaders who repel rather than attract talent.
Глава 5
Revitalizing Employee Engagement: Beyond Perks and Programs
Employee engagement-workers' willingness to go beyond basic requirements-remains dismally low at just 32.5 percent in the United States according to Gallup. This means most employees likely don't care deeply about your company or customers, despite billions spent on engagement programs. Rather than continuing ineffective approaches, organizations need magnetic leaders who can inspire genuine commitment.
Companies keep trying to buy employee love through perks and compensation, but this approach only works short-term. Even in Silicon Valley, where outrageous perks abound, companies like Rocket Service take a different approach. Their CEO Rob Castaneda doesn't try to lock people in with perks, but instead creates a culture where people stay because they want to. He models work-life balance by openly leaving to coach his children's sports, signaling to employees that their personal lives matter.
The days of lifelong employment are long gone. U.S. Bureau of Labor Statistics show employee tenure averaging just 4.6 years, with younger workers (25-34) staying only 3 years compared to 10.4 years for older workers (55-64). It's time to treat employees like free agents, demonstrating daily why they should choose to remain with your organization rather than expecting loyalty by default.
Magnetic leaders like Ron Bryant, president of Baystate Noble Hospital, understand they must continuously earn their leadership role by empowering their people. Bryant focuses on making his people successful rather than the other way around, constantly asking "What can I do for you?" Leaders must woo employees daily, because the day you take off might be when a headhunter calls with an irresistible offer.
Being a magnetic leader doesn't mean doing more-it means doing better. Five essential questions can keep you on track: (1) Am I fully present or merely going through the motions? (2) Am I shining light more on my people than myself? (3) Would I want my son or daughter working for someone like me? (4) Am I worthy of those who've entrusted me with their careers? (5) What can I do today to improve by 1% tomorrow?
Today's 24/7 work expectations are exhausting employees and threatening innovation, growth and profits. Companies maintaining recession-level staffing despite business booming create unrealistic expectations. Open offices create constant distractions that make focused work nearly impossible. Expecting everyone to be perpetually connected is unsustainable. Companies like Basecamp demonstrate alternatives, with CEO Jason Fried limiting work weeks to 40 hours, implementing four-day summer schedules, offering sabbaticals every three years, and providing generous vacation policies.
Rather than focusing on employee engagement, organizations should concentrate on purpose and humanity. Purpose-what the company stands for and why it exists-creates emotional connection for employees seeking meaning in their work. Intrapreneurship-encouraging employees to act like entrepreneurs inside organizations-offers a solution to employee disengagement by providing autonomy, creativity, and meaning to retain talent.
Глава 6
The Seven Irresistible Traits of Magnetic Leadership
Magnetic leaders possess traits that create a powerful pull, keeping employees connected to them. These traits can be acquired, but require vulnerability and honest self-assessment. Leaders should find accountability partners-mentors, peers, or coaches-who will provide honest feedback.
1. Authenticity is fundamental to magnetic leadership and intrinsically connected to trust. The 2016 Edelman Trust Barometer reveals that one-third of employees globally don't trust their companies, making authentic leadership more crucial than ever. Leaders can build trust by admitting they don't know everything, being truthful even when delivering difficult news, and sharing their backstories-personal journeys that shaped their values and leadership. Authentic leaders acknowledge they don't have all the answers. Eileen McDonnell, CEO of Penn Mutual, notes she's learned to surround herself with good people rather than pretending omniscience.
2. Selflessness means prioritizing people's needs above personal ambitions. Kevin Washington of YMCA believes this creates stronger emotional connections with teams. Ron Bryant, President of Baystate Noble Hospital, transformed from self-focused to people-focused leadership, creating environments where others can succeed. True magnetic leaders regularly ask "What can I do for you?" and genuinely listen to responses.
3. Strong Communication ensures that when magnetic leaders speak, people listen. Like Martin Luther King Jr.'s "I Have a Dream" speech that still resonates decades later, effective leaders communicate authentically from the heart. Regular, consistent communication across multiple channels significantly increases employee engagement. Gallup's research shows employees with daily manager communication are most committed, and those whose managers respond within 24 hours feel most engaged.
4. Charisma enables leaders to inspire others to join their journey. Entrepreneurs Dan Kenary of Harpoon Brewery and Rob Nixon of PANALITIX identify this trait in magnetic leaders who paint compelling visions that others find irresistible. While some are naturally charismatic, this quality can be developed through exuding confidence and expressing positivity. Charismatic leaders are rarely negative people-positivity naturally attracts while negativity repels.
5. Transparency and candor go hand-in-hand, yet many managers operate with a self-preservation mentality that prevents openness. As Broughton Hotels CEO Larry Broughton notes, "We are in the relationship economy. People want to do business with people they know, like, and trust." Leaders must develop a culture where honesty is valued, beginning with their own communication.
6. Vision allows magnetic leaders to excel at creating shared vision and viewing the world differently-asking "Why not?" instead of "Why?" Catherine D'Amato can visualize desired outcomes in her mind's eye, constantly pushing boundaries toward innovation. Rob Castaneda demonstrates vision by recognizing potential in people before they see it themselves. Visionary leaders focus on long-term outcomes rather than daily tasks.
7. Resilience provides a leadership lifeline in today's world of constant surprises. It requires courage to confront uncomfortable realities, faith in finding solutions when none are apparent, and resolve to persevere through seemingly hopeless situations. Larry Broughton exemplifies resilience-after the 2001 market downturn left him with $84 in the bank and a six-month-old baby after his wife left, he refused to accept failure and built a successful hotel management company employing 700 people.
Глава 7
Creating Magnetic Attraction: Pulling Top Talent Toward You
Truly magnetic leaders create such a powerful pull that people will make significant life changes just to work with them again. Rob Nixon, CEO of PANALITIX, notes his ability to attract talent when others cannot: "Team members don't want to be managed-they want to follow inspiration, energy, and vision." While many leaders downplay their charisma to conform to social norms, this diminishes their talent attraction power.
Traditional recruitment methods like posting "We're hiring!" on LinkedIn have become ineffective in today's noisy digital environment. Magnetic leaders don't need to exert much energy finding talent because people are already lining up to work for them. Speaking publicly creates powerful opportunities to attract talent. Catherine D'Amato, CEO of the Greater Boston Food Bank, invites audience members during her keynotes to reach out for informational interviews, revealing she has hired most of her executives this way.
HomeExchange.com president Jim Pickell finds talent within their user base because these people already understand and feel passionate about the company's mission. Rather than setting up recruitment booths at college fairs, magnetic leaders build relationships with campus clubs aligned with their business. Building relationships with deans and professors creates a talent pipeline that yields results for years.
With 5.4 million job openings and near full employment, leaders must take control rather than passively waiting for HR to deliver candidates. HR departments are overwhelmed, and Applicant Tracking Systems often lose qualified candidates in their "black hole." Talent mavericks must buck the system when necessary to get people through the door.
Magnetic attraction delivers better results than traditional recruitment for several reasons: talented people typically excel in multiple areas; less effort leads to better results; magnetism lowers the cost of talent acquisition; you can ignite passive candidates into active candidates; success breeds success; and magnetic leaders give people a reason to stay.
Many excellent but humble leaders remain unknown outside their inner circles, then struggle to attract talent. The author advises these leaders they must "pump up the volume" or watch competitors claim the best talent. She recommends "strategic bragging"-casually mentioning personal or professional accomplishments in conversation. By making themselves visible through a strong personal brand, leaders ensure they aren't overlooked when talent is seeking opportunities.
Just as people enthusiastically recommend their favorite doctors, leaders should position themselves to be the name that comes up when someone asks about job opportunities. Taking fifteen minutes to speak with people seeking career advice can yield tremendous returns-they may become candidates themselves or refer others who are perfect fits. The key is dedicating time to relationship building with referral sources, prospective candidates, peers in other companies, and customers.
Глава 8
Mastering the Hiring Process: Irresistible Practices
Attracting talent is only half the battle-you must also sustain candidates' interest throughout the hiring process. Magnetic leaders take personal ownership of hiring rather than delegating it, recognizing it as their most important responsibility. They personally call candidates, especially those being sourced from other companies, sending a clear message about their investment in the process.
Companies lose great candidates by taking too long to hire, costing them both talent and future revenue. The 2015 CareerBuilder Candidate Behavior study revealed that 69% of job seekers are less likely to buy from companies where they had poor interview experiences, 65% won't buy from companies that didn't respond after interviews, and 58% avoid companies that didn't acknowledge applications. Speed trumps perfection in hiring-while methodical companies put candidates through excessive hoops, competitors make offers to the same people.
To accelerate your hiring process: keep your network greased with quarterly check-ins; cut the excess by reducing the number of people involved in hiring by half; collapse interview schedules so candidates can meet everyone in a single day; and begin reference checks as soon as candidates become finalists rather than waiting until the end of the process.
Most talent seekers follow the crowd, but magnetic leaders look for talent where others aren't looking. Many overlooked talented individuals are working in service jobs like coffee shops, retail stores, or restaurants to make ends meet. Workers over fifty offer significant benefits: they're reliable, consistently punctual, and have modest demands-preferring a seat at the table over perks like foosball. Unemployment isn't a disease-it's a condition that creates an opportunity for magnetic leaders to tap into an excellent talent pool, particularly stay-at-home parents returning to the workforce.
The most successful leaders surround themselves with people who have the potential to be as good as or better than they are. Though it takes confidence to hire someone who could someday do your job, being irreplaceable can actually trap you in the same position forever. Instead of trying to fill job openings with great people, magnetic leaders find great people and create positions that maximize their skills. Penn Mutual CEO Eileen McDonnell exemplifies this approach-her company fills a third of positions internally and constantly looks for new opportunities for talented employees.
For positions where degrees aren't truly necessary, requiring them artificially inflates labor costs while significantly decreasing the available talent pool. Many candidates without degrees may possess the exact skills needed-like strong communication or exceptional sales ability. Magnetic leaders focus on the results they want people to achieve, determining whether a degree is truly essential or merely "nice to have."
Глава 9
The Power of Influence: Leadership in Action
Influence is a learnable skill that enables magnetic leaders to move people to their side. It involves asking for what you need in a way that allows others to say yes, or dissuading someone from taking an action. Crucially, influence differs from manipulation-it requires trust as its foundation. Without a trusting relationship, influence is impossible, as people rarely honor requests from those they don't trust.
As a leader, one of your most critical responsibilities is securing resources for your team. This requires skillful navigation of organizational politics-those who excel at this aren't manipulating others but using influence to advance their goals. Being known as someone who cuts through red tape becomes a powerful attraction tool when recruiting talent. Trust forms the foundation of influence. Amy Lyons, president of SHIFT Communications, emphasizes that her ability to influence directly correlates with the trust she's built as a leader.
Highly persuasive leaders share several defining characteristics that amplify their magnetic appeal and effectiveness. The foundation of persuasion begins with genuine self-belief-if you don't truly believe you deserve what you're asking for, others will sense your doubt. Persuasive leaders never surrender, regardless of how unfavorable circumstances appear. The ability to understand others' perspectives dramatically enhances persuasion-empathy creates emotional connection that lowers resistance. Magnetic leaders make declarative statements without excessive concern for others' opinions, speaking confidently and articulating what many think but won't say.
Leaders who fail to maintain their influence suffer from "Post-it Syndrome"-initially sticky but eventually losing adhesion, causing team members to peel away. To maintain your magnetic influence: make daily deposits in your bank of trust so you can withstand occasional withdrawals; assess your relationship strength before making requests; ensure requests are specific and clear; and always consider "What's In It For Me" (WIFM) from the other person's perspective.
Глава 10
Navigating Performance Challenges with Magnetism
Magnetic leaders must face performance issues head-on rather than hoping they'll magically resolve themselves. Conflict avoidance is often at the core of continuing poor performance. Underwhelming performance typically stems from unclear expectations, little feedback, wrong hires/promotions, or lack of direction. When underperformers aren't addressed, your top performers either reduce their effort or seek more magnetic leaders elsewhere.
While granting time off for legitimate crises is appropriate, don't let employees turn your office into a therapy couch. When personal problems affect work performance, refer them to proper resources like Employee Assistance Programs rather than becoming their mental health provider.
Conflict can emerge unexpectedly, and while some conflict can be beneficial-encouraging creativity and highlighting brewing issues-unresolved conflict damages your reputation as a leader. Conflict often occurs when leaders are vague about expectations or responsibilities, when there's a "Captain Conflict" on the team, when insufficient resources trigger a scarcity mindset, or when leaders secretly hope conflict will go away on its own.
Too often, managers rotate problem employees around the organization like car tires until the tread wears thin. Magnetic leaders must deal with problem employees directly, even when it means parting ways. With employees spending so much time at work, office romances are fairly common-37% of workers report dating a coworker at least once in their career. As a leader, you must know your organization's rules about workplace relationships.
When unethical behavior occurs on your watch, you must investigate before an employee's shady reputation becomes part of your legacy. Assume good intent initially-we all have different values. Have a private conversation to understand their thinking. For clear ethical violations like selling company secrets, termination is necessary. For minor infractions, responses may range from verbal warnings to probation.
Глава 11
The Art of Retention: Keeping Great Talent
With headhunters calling employees daily, it takes more than free perks to retain talent. Magnetic leader Rob Nixon transformed his retention strategy with what he calls "The Leaving Speech"-a conversation he has with every new hire on their first day about their inevitable departure. He shares his hopes: that they'll part on good terms, learn and contribute, embrace company values, and look back fondly on their time with the company. This approach demonstrates deep commitment to employee experience from day one through departure.
While many employers know what workers truly seek, it's easier to provide free snacks than address fundamental needs. Money doesn't buy happiness or employee loyalty-workers want much more. Employees who feel respected are more likely to stay, especially in today's environment where no one has to remain in disrespectful relationships. Today's employees want to know how their work makes the world better-a far cry from earlier workplace generations focused solely on money and corner offices.
Many employees dream of taking on more interesting work without leaving their employer. Rather than always hiring externally, consider job rotation programs that let employees work in different environments without leaving. HR leaders agree that career development tops employee priorities. Even new hires quickly ask about preparation for their next move, training opportunities, mentorship, coaching, and promotion timelines.
Most managers (69%) dislike communicating with staff, especially when giving criticism that might provoke negative reactions. Leaders who want to improve should be kind yet direct, supporting feedback with specific behavioral examples. Effective feedback requires listening to make employees feel heard and respected, not taking emotional reactions personally, and allowing time for meaningful dialogue.
While some claim money doesn't matter, those are usually people who already have enough. Many employees, especially young graduates with significant student debt, struggle with astronomical living costs in many cities. They may not want to leave for higher pay, but feel forced to when compensation doesn't keep pace with survival needs. Leaders should regularly review compensation systems, as what seemed equitable a year ago may no longer be fair.
Not everything bosses offer is actually helpful. Employees don't need friendship (they need direction and growth opportunities), parenting (even if they're younger), more work when already overloaded (which shows disrespect for their time), favoritism (which destroys teamwork), or to hear about the boss's personal problems.
Глава 12
The Magnetism Equation: Leadership + Service = Growth
Poorly managed employees rarely provide excellent service. While neglected customers wander retail stores aimlessly, disengaged staff cluster together complaining about management, and absent managers hide in offices searching for new jobs. This scenario doesn't happen at companies like Apple Store or Trader Joe's because they've mastered the Magnetism Equation: Magnetic Leadership + Incredible Customer Service = Explosive Growth.
At successful companies like Apple and Trader Joe's, management works side-by-side with employees. These organizations carefully screen out grouchy applicants during hiring, and their cultures ensure that poor fits either get terminated quickly or leave voluntarily to find places where slacking goes unnoticed. The customer experience is particularly crucial in tech industries, where customers readily switch to competitors after negative experiences.
Exceptional customer experiences are rare enough today that when we encounter them, we eagerly share them with others. As Restaurant Impossible's Robert Irvine says, "It doesn't matter how good the food or decor is-if the service stinks, you're done for." The power of delighting customers creates an unstoppable referral engine. When you've built strong customer loyalty, people forgive occasional lapses. When clients come to you rather than you chasing them, acquisition costs plummet. Unhappy employees create unhappy customers, while happy employees create exceptional experiences that pull customers back repeatedly despite higher prices.
When things are going well-happy employees, satisfied clients, rising revenues, soaring profits-stress levels naturally decrease. Disney, "the happiest place on earth," demonstrates the revenue power of exceptional experiences. Their hiring standards are legendarily high because they understand customer experience depends on employees who love the Disney magic. When you achieve true magnetism, profits follow naturally, opening doors to new possibilities.
Today's digital landscape has transformed everyone into critics. Customers write real-time reviews from their phones on sites like Yelp and Angie's List. The workplace has become increasingly democratic, with employers hesitant to make moves without employee input. This caution stems partly from fear of negative employee reviews on platforms like Glassdoor, which hosts over eight million company reviews. These public comments affect not just recruitment but business relationships, as potential customers research companies and may avoid those with high turnover or engagement problems.
There are no secrets anymore. Treating employees as well as customers isn't just right-it's essential for protecting your reputation and ensuring profitable growth. To rewrite your company's story, check what people are saying on Glassdoor and identify gaps between your desired perception and reality. Focus on high-impact areas, allow yourself to be vulnerable when receiving negative feedback, and remember that perception is reality.
Глава 13
Sustaining Magnetism: The Never-Ending Journey
Maintaining magnetism requires consistent effort, like charging electronic devices. While you might feel energized after reading this book, pace yourself for long-term commitment. Sustainable change requires giving yourself time to develop good habits. We're seeking long-term results that will continuously attract qualified employees, better customers, and steady revenue.
Your magnetism will naturally fluctuate-some days everyone loves you, other days you feel unpopular. By building strong relationships, minor mistakes won't undermine everything you've built. People forgive leaders they respect when they have off days. Be patient if results seem slow; becoming magnetic resembles gardening-initial effort seems disproportionate to results, but with consistent care, you'll suddenly bloom from unknown to renowned.
Surround yourself with like-minded leaders committed to continuous improvement. Consider starting a Magnetic Leader mastermind group offering brainstorming, education, peer accountability and support. Whatever format you choose, ensure your support network is honest, committed, confidential, and genuinely supportive.
Even after becoming a leader others aspire to emulate, avoid shifting into autopilot. Maintaining your magnetism requires continually challenging the status quo-eliminate "that's how we've always done things" from your vocabulary. If you're not moving forward, you're falling behind.
Maintaining your magnetic charge requires daily improvement, even when progress isn't immediately visible. Like muscle mass that disappears without consistent training, your leadership magnetism requires constant investment. To improve incrementally: become a mentor (which deepens your own understanding), attend worthwhile conferences, stay current on leadership trends, embrace failure as part of growth, remain connected with frontline employees, and consciously manage your energy levels.
As Harpoon Brewery CEO Dan Kenary wisely observes, "Millennials won't tolerate the disconnect between values and the company. Treat others as you'd like to be treated yourself." This commitment requires consistency-you can't take your foot off the pedal. Developing the next generation of leaders means giving them freedom to fail-something many younger employees aren't accustomed to after being raised by helicopter parents. By consistently modeling magnetic leadership behaviors, your charge will naturally transfer to your followers, extending your leadership influence far beyond your active career.
Leadership isn't just about managing a company-it's about connecting with people. Employees work for people, not organizations, and customers choose businesses based on their experiences with your team. These human connections directly impact your bottom line through a chain of experiences that begins with how you lead. The magnetism needed for exceptional leadership has been inside you all along-now your responsibility is to draw it out in those you lead, knowing that your leadership potential is limitless.
