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This really galvanized the team as well. Later I'd learn that this was called transformational leadership, which was exactly what the Director of our department had successfully accomplished.
Our Director also realized that for the launch to be highly successful, we would also need to have the president or CEO of the company completely onboard with the concepts, messaging, and approach to defining our competitive direction. Our Director also made sure the Sales VPs and the other VPs of Operations, Pricing and Product Management all were completely in agreement with the approach. At our weekly staff meetings the CEO would periodically come in and discuss how critical the launch was, how satisfied he was with the quality of the work, and would give individual recognition to the team members on marketing which had created the most outstanding materials, whether they were creative or competitive analysis in scope. At times the VP of Sales would also come in and talk about how much this product launch would serve the sales force and make their jobs easier. He talked about how each of our projects was essential for the success of the sales teams in the field, and even the sales teams in our channel partners and resellers. The VP of Product Management also came in and discussed the many areas of how product design was specifically tailored to our target markets, and joked about the launch being the birth of a baby he'd been carrying for over two years. He made us know how he had such an...
What our Director was also doing was infusing into the team a very high level of responsibility. He didn't have to browbeat us, yell or have anxiety attacks about the many action items over the launch. Just a word from any of the VPs and our CEO and we realized that we're dealing with the future of the company. None of them said this, but it was obvious from the time each took to be with us.
In summary, this was one of the most memorable experiences in my career because for the first time I realized that my work was having a major impact on the company I was working for, and I liked the idea of competing against other companies and people there doing my comparable job, and being better at it than they were. The recognition was also great, and infused the team with a "I am responsible" attitude that no amount of lecturing and yelling could have infused into the team. In the end this was a tremendous leadership experience because it also ignited the team together to a level of performance never seen before. The bottom line that true leadership makes people change in the inside first, and then gets reflected out in their behavior. There was no need to lecture and drive behavior with either major rewards or major punishments; the meetings collectively made it clear that everyone in marketing had the company in their hands and it was up to them to make the launch, and the company, a success.
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