If Miranda Priestley Was Your Boss | LSW#45
13 leader stereotypes & power differentials
Hey! It’s Sheril Mathews from Leading Sapiens. Welcome to my newsletter, where I share strategies for getting savvier at the game of work. In this edition, I focus on a key aspect of organizational competence: handling power differentials.
ICYMI:
The Miranda Priestley Exercise
What works with Elon Musk might not work with Queen Elizabeth. Obvious? Yes, except we keep forgetting this about our stakeholders at work. Influencing up is a critical skill of organizational competence. And a key aspect is learning the preferences and working patterns of people in power.
In my friend Leah Kral’s wonderful book Innovation for Social Change, there’s a neat little exercise that captures the dynamics of working with powerful people:
Inspired by an unforgettable character in the movie The Devil Wears Prada, I tape a picture on the wall of Miranda Priestly, the tough‐as‐nails editor of Runway magazine played by Meryl Streep. Ms. Priestly is peering over her eyeglasses in the photo, looking skeptical and intimidating. I ask participants to imagine that she is a key financial supporter on our board of directors. I ask them to imagine that our team leader, Kevin… is preparing to visit Ms. Priestly next week to ask for a donation of $3 million. Our job is to help Kevin prepare for this visit and make a compelling pitch.
The participants' job is to brainstorm the tough questions Ms. Priestly might ask so Kevin will be well prepared.
Kral’s framework alludes to two key points::
One, be as prepared as you can about all the different angles you’ll be challenged on, when pitching or presenting.
And two (the focus of today’s piece), tweak your approach based on who you’re working with.
To help with the second point, what follows is a list of 13 leader stereotypes and their archetypes. But before we jump in, a few pointers:
The point is not whether one style is better or not. But that your audience or stakeholder does have “a” style, and it’s our job to figure it out. Not adjusting your approach is a stumbling block you can avoid by paying a little extra attention and some homework.
Some might object: why do I have to adjust? Power differential. They have it, and you don’t (or have less of). It’s a fact of organizational life, and learning the language of that currency is a key skill.
The list is not complete by any means, and neither will a manager or leader fit nicely into one bucket. Moreover, the examples are super cliched and stereotyped, even inaccurate. But that is the point — to pay attention to your particular stakeholder’s tastes and preferences.
13 Archetypes & Their Styles
These archetypes have been adapted from an original list by Michael May cited in Allan Cohen and David Bradford’s classic Influencing Up, coupled with my own observations over 20+ years in corporate America.
(1) The Visionary
Archetype
Steve Jobs
Defining characteristics
Charismatic, inspiring
Thinks big picture
Passionate about vision
Best way to work with them
Appeal to higher purpose and values
Show how your ideas fit into the bigger picture
Inspire them with innovative big ideas that align with vision
(2) The Political Survivalist
Archetype
Hillary Clinton
Defining characteristics
"I" dominates
Self-interested
Seeks political alliances and power
Best way to work with them
Listen
Avoid commitments
Keep a safe distance
Avoid politics, keep interactions polite but superficial
(3) The Strategist
Archetype
Angela Merkel
Defining characteristics
Analytical
Focused on practical strategy and execution
Detail-oriented
Best way to work with them
Provide detailed analysis and well-researched plans to support strategy
(4)The Cerebral Thinker
Archetype
Barack Obama
Defining characteristics
Ponders deeply
Requires well-researched evidence
Best way to work with them
Provide ample research/data
Tell compelling stories
Appeal to logic and data
Be extremely prepared
(5) The Connector
Archetype
Oprah Winfrey
Defining characteristics
Empathetic
Relationship-oriented
Good communicator
Builds strong networks
Best way to work with them
Build trust through transparent communication, creating connection and strong relationships
(6) The Experience-Based Loyalist
Archetype
Warren Buffett
Defining characteristics
Life lessons dominate thinking
Company and team-focused
Loyal
Best way to work with them
Connect based on shared experiences
Keep conversations professional and team-focused
(7) The Driver
Archetype
Elon Musk
Defining characteristics
Results-driven
High standards
Competitive
Wants measurable results
Best way to work with them
Show measurable results and clear execution plans
Emphasize metrics and achievements
(8) The Analytical Follower
Archetype
Marissa Meyer
Defining characteristics
Talks in numbers
Data-driven
Provides in-depth analysis
Best way to work with them
Provide robust data analysis, detailed charts and graphs
Present very thorough analysis with extensive supporting data
(9) The Coach
Archetype
Phil Jackson
Defining characteristics
Develops people through mentorship
Patient
Encourages teamwork
Best way to work with them
Ask for guidance and mentoring
Highlight teamwork and areas for personal growth
(10) The Tyrannical Emotionalist
Archetype
Steve Ballmer
Defining characteristics
Needs to dominate
Ignores logic
Prone to emotional outbursts
Best way to work with them
Use direct but neutral tone
Keep distance
Exit discussions if needed
Avoid provoking emotions, readily disengage
(11) The Intergalactic Driver
Archetype
Richard Branson
Defining characteristics
Very high energy
Idea generator
Best way to work with them
Share innovative ideas
Match energy
(12) The Glass Half-Full Socializer
Archetype
Magic Johnson
Defining characteristics
Mixes business with pleasure
Gregarious
Optimistic about opportunities
Best way to work with them
Make professional interactions more social
Share positive insights and uplifting stories
Make work fun
(13) The Conservative Historian
Archetype
Queen Elizabeth II
Defining characteristics
Remembers the past vividly
Apprehensive about change
Traditionalist
Best way to work with them
Reference history
Make measured arguments for change
Be patient
Reference precedents and tradition
Introduce changes gradually
That wraps up our list of archetypes and their stereotypes. Which one resonated with you? Which bucket do your stakeholders fall under?
Want to accelerate your career curve?
Here are two ways to work with me:
1-on-1 coaching: typical engagements range from 3 months to a year. Set up a call to discuss options.
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That does it for this edition!