Is it possible to lead the unleadable? In this episode of Incorporating Superpowers, host Justin Recla welcomes guest Alan Willett. Allan is a coach who teaches individuals, leaders, and groups to a new level of leadership power and increases their speed to value. He is also the author of the book Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People. Tune in to know how managers lead the unleadable and change their employees’ from difficult people with problem personalities into team players.Â
Justin Recla:Â
Welcome back to Incorporating Superpowers. Today, we are going to be talking about a subject that I’m sure, if you’re in business, you’re an entrepreneur, if you’re in the business space, you are probably familiar with, you probably come up with at some point in time in your career, and that is leading the unleadable. How do we do that? How do we lead those who are not ready to be led? How do we manage the cynics and deal with the divas and the other difficult people? Well, you’re lucky because my guest today wrote the book on how to lead the unleadable. His book is Leading the Unleadable How to Manage Cynics, Divas, and Other Difficult People. My guest today is Alan Willett, he is the principal and co-founder of Exceptional Difference. Alan, welcome to the show. I look forward to this conversation.
Alan Willett:
Thanks, Justin!
Justin Recla:Â
Absolutely. So talk to me first and foremost, what is Exceptional Difference? What is the business work that you want to do? We’ll get into the book on the back end, but I want to learn more first about Exceptional Difference. What is it?
Alan Willett:
Well, we have learned over 40 years of, 50 years almost, of experience, because I’m including my teenage years here, that some people just make an exceptional difference for their organizations. There’s a big difference between good and exceptional, and the exceptional really can drive the whole culture, the whole workforce to do things better, for a higher purpose, with more effectiveness, more passion, and just frankly, get more things done, and have a hell of a lot of fun while doing it. So that’s what our whole business model is, is how to accelerate individuals and organizations on how to get that exceptional edge.
Justin Recla:Â
I’ve got to ask then Alan, is that something that is, that in your experience, is innate to certain individuals, or is it an aspect, a quality trait, that we all carry to be that exceptional person for our businesses?
Alan Willett:
Yes. I’ll expand that. I had this big debate more than once in organizations about basically, can you train leadership, or is it born? And I have to say yes; some people really seem to be innately able to be charismatic and gather people around and do things. Even those people, I find, need training. Other people really don’t have that skill but can learn it if they have the desire. And if they have a great desire, they can. So I’ve seen people that were good leaders become exceptional leaders, the ones with innate skills, once they took on the research, the training, and getting mentors. Same with other people. If you go to sports for a minute, if you watch the Olympics, it’s very rare you see any Olympic athlete standing on the podium, and there’s not a coach somewhere behind them smiling broadly.
Justin Recla:Â
Great visual. You can’t get there alone. I think that the key is behind every great leader is a coach or somebody that’s influenced them to become that great leader. I absolutely love that visual. So what does Exceptional Difference, the organization, focus on? Is there a certain niche of businesses or people that you work with?
Alan Willett:
Great question. Okay. I look at our audiences like a bullseye chart. In the center are high-tech development organizations where they’re under great schedule pressure and often have safety or privacy, cybersecurity concerns, big pressure cooker. And it goes out from there. I have actually helped also, for example, a youth organization that did outdoor experiences for children. So it even goes that far out. But our niche is really helping the high-tech industry, where they really have great stress and a great need for high quality.
Justin Recla:Â
Well, that’s brilliant because I love the fact that you focus on those high-stress industries because then that can trickle down. When we get to the back end of your discussion, your book, the lessons learned in those high-stress environments can be utilized for maybe not-so-high-stress environments.
Alan Willett:
And keep in mind, whether you have a billion dollars on the line or if your business is really just getting by on a thousand dollars a month, the stress is equally high.
Justin Recla:Â
It’s all about perspective. All about what containers you’re in. I love this. Alan, I want to take us into the break. Before we go into the break, where can people go find more information about you?
Alan Willett:
Justin Recla:Â
Too easy. Folks, go take a look at Alan’s Exceptional Difference platform. Take a look at his book, Leading the Unleadable. And when we get back from break, we’re going to dive down this rabbit hole to look at what makes the unleadable, unleadable, and how you can lead those resistant to it. Stay with us, and we’ll be right back.
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