Marketing Your Leadership Style: A Model

By Sawyer, Carolyn | Nation's Cities Weekly, July 29, 2002 | Go to article overview

Marketing Your Leadership Style: A Model


Sawyer, Carolyn, Nation's Cities Weekly


This is the seventh in a series of articles revolving around the issues and topics that will be presented at the 10th Annual Leadership Summit, scheduled for September 19-21, 2002, in Charlotte, N.C. Carolyn Sawyer will serve as the key presenter on Friday afternoon, September 20, there she will address the leadership challenges of local officials and "Making it (Leadership) Work in Your Community."

Generally, leaders know how to get elected. But once you are elected, how do you lead? Or better yet, how do you implement your leadership plans for the community you serve?

Marketing leadership can be very much like implementing a strategy for a product or a service. In this case, the product or service is the person, who is planning to serve the citizens of their community.

Accordingly, the steps outlined in a traditional marketing plan can be useful. To begin, the first stop of your leadership marketing plan must start with an objective. Just what is your reason(s) for wanting to lead the community? Honestly ask yourself, what is it that you hope to achieve? What is your goal?

Some potential leaders might want to follow a family legacy or become famous. Others may want to satisfy a power craving or harbor plans of wealth. Maybe you are one of the "Kennedy clones"--you interpreted the late president's famous speech as a spiritual calling to serve. On the other hand, many local leaders have connected with an important local issue that stimulated their interest and desire to become a leader of their local community.

What's your real motive? How can you measure your success? And finally, a favorite marketing question--what is the return on the investment--how do you know if the time, energy and money invested is worth it?

Assuming you are clear on your main objective, the second stop is setting your goals for the short, mid and long term. This allows you to set benchmarks. It is an easy way to determine whether something has been done, at a certain time, versus the overall success of your objective. Timing in leadership can be a critical tool for communicating to others your effort and/or effectiveness. A leader without a plan or a timeline for delivery often loses the attention of their constituency. Citizens will do better when they know what's coming. "What can we expect?"

The Strategy: Putting it to work

The third stop is research. Effective leaders rarely develop strategy without research, which can be either formal or informal. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Marketing Your Leadership Style: A Model
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.