Differentiation for future leaders

When we talk about the concept of differentiation, we are usually referring to product or service differentiation. Like, what makes our product or service different (and better!) than our competitors’ product or service. This is important for sure. The concept of differentiation is not reserved for products or services. Indeed, we can co-opt differentiation and apply it to our organizations through the lens of attracting the best potential team members. Just as our customers are trying to figure out what makes our stuff unique and valuable, so too are potential team members trying to figure out what makes our organization unique and valuable. Training programs? Opportunities for quick advancement? Flexible working arrangement? A clear and compelling mission? Strong culture? Effective leadership? Safety? Opportunity to do challenging work that matters? These, and many more, are some of the metrics they are using. The question is: Do we spend any time creating a coherent set of differentiators? Or, do we just throw up a job description on Craigslist and see what happens? Great future leaders spend less time fishing for great team members. Instead, they create an organization that systematically attracts the best. 

by Jonathan Wilson

Jonathan is the Head Coach at Sandcastle Company, a Seattle-based leadership training organization. His first book, Future Leader: Rebooting Leadership to Win the Millennial and Tech Future [link], is now available. Jonathan regularly writes and speaks about The New Leader Way, leadership resilience, and the future of work. He has years of leadership experience in both the public and private sectors, a master's degree from Seattle University, and professional coach training from the University of Miami.

Filed under: Future Leader | Leadership

Published on October 30, 2018

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