“Don’t follow the crowd, let the crowd follow you.” – Margaret Thatcher
A “Manager in Red Sneakers” in this context is one who works differently, who is a “unicorn-employee”, who finds a way to get the job done and not necessarily the conventional way; not because he/she is non-conformist but because he/she is constantly looking for ways to do things better, a “Manager in Red Sneakers” is not scared to make a change on the job as long as it would guarantee more productive results and this is usually evident in his/her dress codes, etiquette rules and other written and unwritten codes of behaviour. They are the visionaries charged with steering their brand around pitfalls. They know when to seize opportunities and how to rally employees to work hard towards the company’s goals.
Not to be confused with unicorn companies—start-ups valued at $1 billion or more—“unicorn employees”, in this regard are staff or managers who possess a unique set of qualities that make them extremely rare and valuable; like actual unicorns, they are hard to find, but once hired, offer up enormous benefits in the workplace. A few of the characteristics they exhibit include shattering all expectations, raising the bar for everyone and are simply a joy to be around. “Unicorn employees” can literally take your business to the next level. The phrases, ‘Manager in red sneakers’ and ‘unicorn employees’ would be used interchangeably in this paper.
Society has powerful formal and informal mechanisms that motivate individuals to conform to social norms and expectations regarding appropriate conduct. Whilst conformity is rewarded with group acceptance and social inclusion (see Cialdini and Goldstein 2004), non-conformity can be risky and costly, sometimes leading to social disapproval, rejection, and punishment (Anderson et al. 2006, 2008; Levine 1989; Lin et al. 2013; Marques et al. 2001; Miller and Anderson 1979; Schachter 1951; Wilson 1979).
Recent research studies do find that people who wear offbeat clothes in a professional setting are often perceived as having a higher status and possessing more competence than those who dress conventionally. Think of Facebook CEO, Mark Zuckerberg, in his hoodie, or the late Apple CEO, Steve Jobs, in black turtleneck and jeans. The casual outfit that Facebook co-founder and CEO Mark Zuckerberg sported in front of elegantly dressed bankers and investors just before his company went public generated much clamour in the media. Managers demand the expression of an authentic self.
Try to lead like someone else—say a Jack Welch, Richard Branson, or Michael Dell—and you will fail. Employees will not follow a CEO who invests little of himself in his leadership behaviours or roles. People want to be led by someone “real.” This is partly a reaction to the turbulent times we currently live in. It is also a response to the public’s widespread disenchantment with politicians and business people. This will enhance the reason for ‘Managers in Red Sneakers’, a specie of managers who are not afraid of being different in order to get the customers’ job done with precision, they in-fact are unicorn employees.
“Managers in Red Sneakers” have the courage to risk experimentation and project creativity in all they do. These foster the innovation that steers organizations to new destinations and around the twists and turns of a changing business landscape. Whilst this paper is not focused on dressing alone, dressing still plays a major role in representing your corporate brand. “Managers in Red Sneakers” know that the strength of their leadership is built on their ability to adapt to suddenly changing circumstances and the ability to know how and when to seize on opportunities amidst a changing landscape. They understand that though their competence got them to the various positions they occupy, the onus is on them to project their brand even in their dressing, composure and carriage as they represent their brand. They have refused to be regular in everything they do.
These sets of managers have an insatiable curiosity that fuels their desire to constantly learn and grow. Learning agility hinges on developing critical thinking skills, being accepting of uncertainty, having social and emotional intelligence and always having the desire and determination to push forward. Your official wardrobe determines the success of your business to some extent. This includes your choice of clothing when you meet with a client; just as the right clothes can leave a positive impact, wearing weird clothes can drive people away. Wear clothes that feel comfortable to you and look good on you.
Deciding to be different can win points in other corporate ways, too. “Just like people signal status by not conforming, brands can also signal status with a nonconforming advertising campaign or a CEO behaving in a nonconforming way,” Keinan says. “It sends the signal that this CEO and company are confident enough that they can behave in a nonconforming way because they are a high-status brand.”
The findings have a few implications for companies; for one thing, brands should take note that the way in which consumers signal status has changed in the last century, and many people these days applaud original products over mainstream choices. “One-way brands can leverage this is by launching line extensions that are seen as unique and non-conforming,” a business expert says. The paper notes that some products on the market already seem to be “engineered for nonconformity,” such as the LittleMissMatched brand that intentionally sells a mishmash of different socks in packs of three with the tagline “nothing matches, but anything goes.”
As a manager, what is your purpose? What is your legacy? What is your voice? “Managers in red sneakers” are not just dressed elegantly but they stand for something. To find your voice as a leader is to create a compelling and unique leadership brand; this can be done by the following:
- Identifying Your Value: We are all governed by a set of values that act as our “inner GPS”. Our values govern our decisions, our judgments, our communication and our overall world view. They shape who we are. Managers who identify their core set of values and lead out front with their values are more confident, courageous and influential versus managers who do not. Values are more than just a “set of words on a laminated card” – they are the core DNA of every manager and are the ingredients of the legacy each manager leaves behind.
- Establishing Your Outcomes: Establishing concrete outcomes that are critical for your success is necessary for making your vision a reality. Creating outcomes means translating your vision into strategies and then into clear, actionable tactics. Well-defined outcomes align activity to a purpose and building a road map to success ensures the journey there is one worth taking.
- Discovering Your Communities Of Influence: Effective leadership is inexorably linked to influence. The ability to establish trusting and credible influential relationships with management, colleagues and peers who do not need to follow your direction is critical to your success as a manager. Building a brand of leadership based on your capability to influence your community sets any manager apart from their peer group.
- Demonstrating Your Courage: To grow and develop as humans, we need to be able to take some small (or large) steps out of our comfort zones. Not stepping out of our comfort zone breeds mediocrity and allows us to “stay safe”, which in turn can keep us in a rut. Being courageous is to first recognise your comfort zone and then, with a clear vision in mind, take the necessary steps out of that comfort zone to try out a new behaviour, a new skill or a new world view.
- Creating a Lasting Expression: Expression translates your vision beyond yourself. Expression creates followers, persuading others to contribute their talents and capabilities. Your expression is the culmination of finding, creating and using your voice to make a difference in your career and your life. Start building your legacy as a manager by voicing your confidence, courage, and commitment. Life is too short to not use your voice.
As a manager it is very pertinent to know when to think and act divergently in order to achieve better results, going with status-quo or what is termed as the norm does not necessarily always guarantee success in management.
Whether you are looking to build your own company or hoping to boost your own value in the workplace, here are the five key qualities of “managers in red sneakers” or “unicorn employees”:
- You Are Not Limited by Your Job Title: In the span of about 5 years, a company, Hootsuite, went from a 100-person Tech startup to a 1,000-person global company. Through this stage of “hypergrowth,” employees who truly flourished were flexible and intellectually curious. Earlier on in the business, this meant having the ability to wear many hats and excel at varied tasks, critical at a fast-growing start-up. For example, just because somebody’s job title was “Office Administrator,” did not mean they would shy away from pitching in on a major marketing campaign by helping brainstorm some catchy tweets.
Later, as the company grew, “unicorn employees” jumped at the chance to dive deeper into specific, growing areas of business, which needed good people. Some even decided to move across several departments. In this organization, “unicorn employees” made surprising leaps—one even went from financial specialist to software engineer. This is so important to employee growth that recently a new pilot initiative was launched, called the “stretch program,” to help people expand their knowledge and expertise across the business … and grow their unicorn horns.
- You Think Big And Small: Exceptional managers are able to think strategically; this means having the ability to take a step back and see the overall company goals, or the industry as a whole and then apply it to the work. To be effective in business, you must be able to see the big picture.
On the flipside, while big-picture thinking is critical, it has also been found that the best managers or employees also know the devil is in the details. Running a business requires meticulous attention. A minor copyright issue, improperly executed email campaign, or even what seems like a small technical glitch can end up being catastrophic, affecting a lot of clients in a short period of time. The best employees are those who take the time to read the fine print. These are the types of people that can be entrusted with serious responsibility.
- You Have True Grit: The concept of “grit” has made its way into popular culture recently, perhaps sparked by psychologist Angela Duckworth’s popular TED talk and book, on the subject. She defines grit as “perseverance and passion for long-term goals,” and says it is a crucial factor in achieving success.
This is so relevant because the business world is like being on a boat in the open sea. Whether it is a patch of rough waves or an unexpected storm, unexpected obstacles are inevitable. During these turbulent times, having grit—a dogged persistence—can help you keep focused on the destination. In fact, that very outlook helps most companies weather the storm and get to the next level. “Unicorn employees” have true grit, and are able to stay calm and focused on the task at hand, even on choppy seas.
- You Are Respectful By Nature: The ability to work well with others is a skill that benefits any workplace. It seems simple enough, but you would be surprised. A CEO shared a story regarding this; ‘A few years ago, I put out a job posting for a high-level sales role. Many people applied, and after a series of interviews, I had some top candidates in mind. However, when I checked in with my executive assistant at the time, I was shocked to find out how many of those people who had been personable and courteous to me, had been downright rude to her’.
“Managers in red sneakers” or “Unicorn employees” are respectful by nature, and would never treat someone—regardless of title —in this way. It is something that absolutely sets a stellar employee apart from an average one. In fact, this is so important to the well-being of staff that it needs to be built into corporate values: “Respect the individual,” and “lead with humility.”
- You get things done: A few years back, LinkedIn CEO, Jeff Weiner, sent out a short status update on his platform: “In simplest terms possible, the people I most enjoy working with dream big, get sh*t done, and know how to have fun.” The update blew up, striking a chord with the tens of thousands of people who commented and liked it. (Weiner followed up by writing a full post on the topic.) Having fun at work is believed to be crucial to success. However, there is a need to stress how important it is for people on the job to be able to get things done. After all, no matter how great a manager or employee is to be around, if he cannot produce actual results, his presence is not ultimately helpful and may even be damaging to others. Great teams can be shattered by a single member who cannot get things done.
Meanwhile, studies have shown that top performers contribute to business 10 times more than their average counterparts. In fact, some firms, including Microsoft, claim that figure can be as high as 100 times.
The bottom line: At the end of the day, you can be respectful, multi-talented, tenacious, detail-oriented and a big thinker. But if you do not produce real results and move the needle, all those traits are wasted. You must be able to execute. It is an essential unicorn quality and a proper representation of the true spirit of “managers in red sneakers”. As a unicorn employee in the making, it is never too late to grow your strengths and make yourself more rare and valuable than ever.
https://hbswk.hbs.edu/item/the-manager-in-red-sneakers
https://leaderonomics.com/personal/5-steps-finding-voice-leader
https://vantageconsulting.org/five-unconventional-characteristics-of-effective-leaders
http://footnote.co/red-sneakers-and-sweatshirts-the-surprising-upside-of-standing-out
https://www.linkedin.com/pulse/5-signs-youre-unicorn-employee-ryan-holmes