Allan Golston is the President of the United States Program at The Gates Foundation. The foundation is dedicated to advancing educational opportunities and ensuring equitable academic and economic outcomes for all students, particularly those from low-income backgrounds and students of color. 

Allan's unique leadership approach hinges on the power of influence through reciprocity, authenticity, and storytelling. In today's episode, Allan delves into his career journey from public accounting to philanthropy, the importance of building trusted partnerships, the evolution of leadership styles, and leveraging digital platforms like LinkedIn for reciprocal influence. 

Stay tuned to gain valuable insights on balancing data-driven decision-making with personal storytelling to drive impactful change and the importance of creating authentic connections in both personal and professional spheres.

Takeaways:

• Treat leadership as a continuous practice, not a destination, and continuously strive for self-improvement. Allan Golston emphasizes that leadership is an ongoing process. He makes it a point to learn and grow each day, preparing to be even better the next day. This practice of self-reflection and ongoing improvement can help leaders stay dynamic, relevant, and effective.
• Be authentic in your leadership and influence based on genuine interactions rather than projecting a persona. Early in his career, Golston found that employers expected employees to project a certain persona or dress a certain way as part of instilling confidence in clients. However, as his career evolved, he realized that authenticity became crucial for effective leadership as his responsibilities grew. Leaders should focus on genuine connections and interactions, which build trust and authenticity.
• Embrace a two-way influence model. Listen and be open to being influenced while also trying to influence others. This influence needs to be reciprocal. Authentic listening and a willingness to be influenced are as important as trying to guide or direct others. This approach builds mutual respect and understanding.
• To drive meaningful impact, deeply understand your audience. This is crucial for making informed and impactful decisions. Leaders must invest time learning about their internal and external teams and stakeholders and broader audiences to tailor their actions and communications effectively.
• Aim to ensure equitable outcomes in your leadership practice and organizational goals. Leaders should prioritize creating inclusive environments and opportunities that benefit all, especially the underrepresented or marginalized groups.
• Openly share your personal stories and learn from the stories of others. This practice fosters a deeper connection and understanding within the team, helping to build a cohesive and empathetic workplace culture.
• Start interactions with personal concerns and show genuine interest in your team’s well-being. Instead of diving straight into work-related discussions, begin with personal conversations. Asking about someone's well-being or family circumstances shows empathy and builds a culture of care and support.

Quote of the Show:

• “I fundamentally believe that influence has two key dimensions. Number one is that it has to be reciprocal. You have to be open to being influenced as much as you are trying to influence. The second is that you have to know when it’s best to influence directly or empower others to influence and carry the critical messages.” - Allan Golston

Links:

• LinkedIn: https://www.linkedin.com/in/allan-golston 
• Bill & Melinda Gates Foundation (Website): https://usprogram.gatesfoundation.org/

Shout Outs:

• Stryker: https://www.stryker.com 
• Harley-Davidson: https://www.harley-davidson.com 
• Aspen Institute - The Henry Crown Fellowship Program: https://www.aspeninstitute.org/programs/henry-crown-fellowship 
• The Robert Wood Johnson Foundation: https://www.rwjf.org 
• The William Jewell College: https://www.jewell.edu 
• John Lewis: https://www.britannica.com/biography/John-Lewis-American-civil-rights-leader-and-politician