The power of one message

My recent blog posts have made me reflect on the expectations we place on leaders. I don't subscribe to the idea that there is only one leader in an organisation and everyone else is a follower. However, a great responsibility is placed on those at the apex of an organisation. Even though they sit at the top, their leadership shadow can be likened to an inverted pyramid.   

This made me wonder if many of the expectations we place on them is realistic. They are expected to enable a thriving culture; lead with authenticity yet be answerable to their numerous stakeholders’ needs; ensure a constructive political work environment; manage change efficiently and effectively, bringing people along; provide situational or transformational leadership depending on what school of leadership thought, and the list goes on. I wonder if any leader has asked themself if the expectation placed on them is achievable or have many leaders accepted the norm of over-promising and underdelivering. After all, the world is full of those types of leaders who are still lauded as greats.  

This over-expectation made me think of the concept of one message and pursuing a singular idea in leadership. Is a leader permitted to lead with one message, or must they have multiple messages that suit the varying needs of their constituents? In politics, the use of one message is rife; in Barack Obama's case, it is 'yes we can', for Ronald Reagan, 'let’s make America great again', for Brexiteers 'take back control', and the list goes on. In business, we also have leaders who have subscribed to the power of one message. Indra Nooyi (former CEO of PepsiCo), performance with purpose; Jeff Bezos's (Amazon) customer-centricity; John Timpson (Timpsons Group) upside-down management, which means giving employees complete autonomy; Sir Richard Branson (Virgin Group) – employees come first. All these leaders have one thing in common, they focused on one core value proposition and viewed all their organisation endeavours through this lens. Whether you like the listed organisation or not, the one core message has stood the test of time. Many of the stories around this one message concept have been used for several case studies on leadership, both positively and otherwise.   

Where to start your one message as a leader? Examine your core values as it relates to your role at the top of the hierarchy and use this to create a vision. This vision must address the organisation's current challenges and the hopes and values of your employees with a future narrative that signals greatness on the horizon. Ensure that it is simple, particular and even inspiring. If you are not yet a leader but aspire to be one, recall your strengths, the informal roles you play in a team, your north star (your personal mission statement) and your passions. All these create a professional presence that speaks to your one message. This differentiates you from others. In my case, it is 'do better, feel better'. I want everyone who interacts with me to do better and feel better, myself included.  
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In closing, you can't do it all as a leader; the expectations are huge, the time you have is finite, and the impact you can have is limitless, so what is your one message? Let that drive all that you do, and you will invariably meet the needs of your stakeholders and avoid spending your energies on commitments you can't fulfil. Reflect on these whether you are a leader or not. 

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