Some of you will remember the days when listening to music didn’t mean streaming it on your phone but instead putting on a record. And if that record was a 45, after listening to the hit song on the A side, you had to flip that little black disc over to hear the other song (the B side). The A side was why you bought the record but you got the B side song too whether you wanted it or not. As a leader, you too have an A and a B side. The A side features those strengths that are most coveted by organizations and teams and that make you valuable. Maybe you spark energy and imagination, or instead you bring order and rigor. Perhaps you generate momentum, or rather you draw teams together. These contributions are what set you apart as a leader. But like those old-fashioned records, you have a B side whether you want it or not. These characteristics are the flip side of your strengths, and they’re part of who you are as a leader, too. How your B side will impact your team depends on your leadership style. If you’re the type who focuses on possibilities and inspiring creativity in others, you may also be so impractical that your team is left scratching their heads about how to execute on anything. Or, if instead you provide a stable foundation that mitigates risk and makes people feel secure, your team may end up being too cautious and inflexible for today’s fast-paced environment. If your style is to push your team hard to excel and rise to a challenge, you might also prioritize results over people with detrimental effects on the way team members relate to one another. Or, if on the other hand you build trust by prioritizing people and a collaborative culture, you might overemphasize getting everyone to agree, which can discourage differing opinions and lead to Groupthink.
So what to do when you can’t escape your B side?
We suggest you don’t go it alone. Leadership shouldn’t be a solitary venture and neither should exploring how to manage your own strengths and weaknesses. Bring others into the effort by letting them know what you’re trying to do. Learn together about different working styles, both the positives and negatives that tend to accompany them. Acknowledge your own B side traits and ask for help in managing their impact on the team. The great thing about this strategy is that by making yourself vulnerable, you are building trust with others. And it also makes it okay for others to be vulnerable and to focus on their own improvements. So go ahead and admit to your weaknesses. Your team likely already sees them anyway.
Another way to offset your B side might be to consider taking on a leadership partner, or co-lead, with a different leadership style. If a co-lead of equal rank isn’t the right solution for you, a second-in-command who’s different can also be a good balance. If you tend to get bogged down in considering too many perspectives, choose someone who can help you decide when to cut off discussion and make a decision. If you tend to push your team too hard or fast, partner with someone who might be able to help you see when it’s important to take a breather. Your leadership partner will have a B side too, and assuming it’s different from yours, you can also help shore them up. Your team will benefit from more diverse strengths (two A sides!), and the less desirable aspects of your leadership may have less impact too.
Kim Christfort is the national managing director of The Deloitte Greenhouse™ Experience
team, which helps executives tackle tough business challenges through immersive, facilitated Lab experiences, and client experience IP such as Business Chemistry. As part of this role, Kim leads US Deloitte Greenhouses, permanent spaces designed to promote exploration and problem solving away from business as usual.
Suzanne Vickberg, PhD (aka Dr. Suz) is The Deloitte Greenhouse™ Experience team’s very own social-personality psychologist and the Business Chemistry lead researcher, which means she studies how people’s thoughts, behaviors, and preferences are influenced by both who they are and the situations they’re in. She uses Business Chemistry to help teams explore how the mix of perspectives brought by their individual members influences their work together.
There are times when a leader has to follow others. When this happens, you need to have a good follower and not undermine the chosen leader. The role of follower is to support the teams objectives by doing what you are told and asking poor decisions – exactly the same thing you want from your followers. The typical leader-as-follower scenario typically takes place when cross-functional teams or committees are formed. Use these opportunities to develop your follower-ship skills – it will make you a better manager.
Follower-ship is just as important as leadership since a leader without good followers will fail. Supporting a leader requires followers to trust the decisions the leader makes. Follower-ship can be hard on managers since they are used to being in charge and usually try to dominate a group. Make it a point to catch yourself when you override or even undersine the appointed leaders decisions. It is best to suggest alternative approaches in private. This is not to say that you should be silent during discussions – just play it low key and not be quick to give direction. This will reinforce the group leaders authority and demonstrate that you are just part of the group. Follower-ship in a leader demonstrates that they understand the importance of someone being in charge. It projects a sense of confidence in ones ability as well as shows an inner strength to accept a less role for the good of the whole. Developing both leadership and follower-ship skills will make you better at both. I always figure I should follow the way I want people to follow me.
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License.
Source by Jarie Bolander
N ONE WAY OR ANOTHER, we all feel a bit entitled. “Entitlement, writes John Townsend in The Entitlement Cure, “is the belief that I am exempt from responsibility and I am owed special treatment.” It’s about choosing the easy way instead of the hard way.
Ultimately capitalism is about personal responsibility, ownership, and commitment. That can be hard to swallow in an age that encourages entitlement. Ken Langone, the now-billionaire co-founder of Home Depot among other accomplishments, wrote a book titled, I Love Capitalism! An American Story. Shallow thinking might lead you to say, “Well yeah. Of course, he loves capitalism. What billionaire wouldn’t?” But there is a more than that to his life’s story.
Capitalism works. And—I’m living proof—it can work for anybody and everybody. Blacks and whites and browns and everyone in between. Absolutely anybody is entitled to dream big, and absolutely everybody should dream big. I did. Show me where the silver spoon was in my mouth. I’ve got to argue profoundly and passionate: I’m the American Dream.
And so begins Langone’s story of the American Dream. His parents—Angie and John—“were very simple people. Neither of them ever got close to graduating from high school. My mother dropped out in the seventh grade. My father didn’t want to work in the sand pits, so he went to trade school and learned to be a plumber.”
He has said, “You work hard. You work smarter. And maybe you lower your sights, but you get on a ladder. There has to be something inside you to make you push.” Again, you have to take ownership if you are going to accomplish anything worthwhile.
Langone had help along the way. As a freshman at Bucknell he wasn’t doing well in school. His economics professor took him aside and told him that if he applied himself and work hard, he would talk to the other professors on his behalf. He did. Professor Headley told the others, “Look, I think this kid is a diamond in the rough, and I think we ought to make the effort to try to pull him out of his nosedive.” He confesses he would not be where he is today without his help and direction.
Kai Ryssdal of Marketplace, asked Langone “What do you do if you’re somebody in this economy, and there are many of them, who don’t have people to help them out?” Langone replied:
“I feel very sorry for them. What do I do? I think there couldn’t be a more lonely existence to not have at least one person in your life, at any one point in time in your life, that you couldn’t pick up the phone or you couldn’t go see and say, “Hey, what do you think?” Or “I need your help.” Or “Can you do this for me?” Or “Can you do me this favor?” So that description, you tell me about that person, that’s a very sad — I will tell you this though, and I don’t mean this in a lecturing way: My father had a wonderful expression. He said if you want to have a friend, you got to be a friend. So maybe that fellow wants to take a step back and ask himself the question, what has he done to nurture those kinds of friendships and relationships?”
Again, personal responsibility, ownership, and commitment. He writes:
Some guys who get wealthy like to brag about being self-made men. I can’t imagine they’re not leaving somebody out of that equation. The thing I can’t say and never will say is that I’m self-made. To make that claim, would be to commit a grave sin against all the many, many people who helped me get to where I am.
Langone’s story is a story of putting himself in place to better himself, to learn what he needed to learn, paying attention, and building relationships. There was luck along the way to be sure, but as Louis Pasteur said, “Chance favors the prepared mind.”
Langone followed his interests. He found work that gave him experience and trained him to better understand and expand his interests and talents. With 40% of college graduates going into finance, he tells them that that’s a big mistake. “I tell them they should learn the nuts and bolts of a business before going out and trading that business’s stock. I didn’t realize how stupid I was back then when I was a salesman at Pressprich! I would look in the most superficial way at the companies whose stocks and bonds I was selling: I never truly understood how those businesses worked. It wasn’t until I got wealthy enough to buy pieces of companies that I developed a much deeper understanding of them.”
Here are a few lessons he learned along the way:
Supply and demand goes through everything in life. Early on I caught the fact that if you have a special talent, or if you have something unique that provoke people to do something that you can make a profit on, that’s a good thing.
In short order, he taught me to understand that a man’s public persona usually has very little to do with his private persona. Without that lesson, I would have felt subservient toward these muckety-mucks, but with that lesson under my belt I felt completely equal to anyone I dealt with.
If he’s talking with a group of people and someone says something interesting, Frank [Blake] will stop speaking immediately and give the floor to that person. He has the greatest quantity of humility I’ve ever seen in a man.
I never bought a pencil without an eraser on it, and God invented erasers on pencils for people like me.
Too many people measure success the wrong way. Money should be at the bottom of the list, not the top. I woke up soon enough to realize that if the only way you can define life is by the size of my bank account, then I’ve failed. Fifteen or twenty years ago, a guy asked me how much I was worth, and I answered without thinking, “My net worth is what good I do with what I have.”
One of the most important lessons in my life is this leave more on the table for the other guy than he thinks he should get.
I can’t think of a deal I’ve ever done where I couldn’t have gotten more out of it than I did. As I’ve made clear, I like making money. But it’s amazing what you can accomplish when you look beyond sheer profit to getting buy-in by other people. I’d rather own 10 percent of a billion-dollar company than 100 percent of a $100 million company. The numbers are exactly the same, but by owning a piece of the billion-dollar company I get the benefit of everybody else pulling with me, and that’s a huge benefit.
What a tech company needs to do during the precious period when it has product exclusivity is spend a lot of money to obsolete itself.
Arrogance is the enemy. For many years, Bernie Marcus and I never, ever went into a Home Depot store—never once—unless we were pushing carts in from the parking lot. I used to pray I would see a piece of trash on the floor so I could pick it up. Why? There are entry-level tasks for the kid who works in that store. When he sees the top guys doing them, he can say to himself, “If it’s not too small for them, it’s not too small for me.” The minute you take away all the artificial barriers between you and your people, you’re on the way to phenomenal success. But it takes a little bit of humility.
What distinguishes the winner from the losers is the ability to turn adversity around: resilience and creativity.
Although, nearly everyone, would agree, and realizes, in order to be a quality, effective leader, one must acquire, not merely some knowledge, but, rather, a highly developed, relevant KNOWLEDGE, which provides him with a higher level of understanding, so he might be able to proceed forward, with self – confidence, knowing he possesses the judgment and wisdom, to make a difference, for the better, only very few, ever are ready, for prime – time! The reality is, it is the quality and essence of this ability, and foresight, which differentiates our finest, most significant leaders, from the rest of the pack. With that in mind, this article will attempt to briefly review, consider, and discuss, using the mnemonic approach, some of the most essential components, and ingredients, of effectively leading.
1. Know; keep: Most individuals undergo some training, so it is not merely what someone knows and was taught, but, rather, what he learns, maintains, and keeps, in mind, when he needs to male important decisions!
2. Needs: How should one identify the priorities, and best course of action? A true leader must choose a specific path, and it must be based on a quality understanding of the needs, of, both, his organization, and stakeholders.
3. Options; open – minded; opportunities: Since there are, nearly always, several options and alternatives, it’s important to proceed, with an open – mind, so as to recognize opportunities, and select the best one, to take advantage of!
4. Worthwhile; whether: Whether someone selects one path, or another, should not be about a whim, or self – interest, but, rather, opting, for the most worthwhile option, and proceeding, in an organized manner, to make the best difference, for the group and its members.
5. Listen; learn; leading: Leading others must be focused on serving them, rather than your personal agenda! In order to proceed, consistently, and essentially, with genuine empathy, a true leader begins, by effectively listening, and, then, learning, from every conversation, and experience!
6. Empathy; emphasis: The primary emphasis, for those, who hope to be relevant leaders, must be, the commitment, to listen, far more often than speaking, and becoming a truly empathetic leader!
7. Delve deeply; deliver: One must be ready, willing and able, to go, well beyond, surface observations, and delve deeply, searching for the optimal solution! However, merely searching, is never enough, but, rather, must be accompanied, by the persistence, to deliver, on one’s promises, consistently, etc!
8. Growth; generate goodwill: Organizations must consistently undergo relevant growth, based on ensuring reasons, individuals want to belong, if it is to remain meaningful and sustainable! In order to do so, every effort must be applied, to generate goodwill, so others seek to become involved, and committed, to a greater degree!
9. Energy; enjoy; enrich; excellence: Many individuals discover, they are unwilling to proceed, with the necessary degree of energy, needed, to make a meaningful difference, for the better. In order to do so, one must truly enjoy, serving as a leader, and pursuing the highest degree of personal excellence, in every endeavor!
A leader needs relevant KNOWLEDGE, if he hopes to serve effectively. Will you have what it takes?
Source by Richard Brody
Back in 2001, when I was asked to lead a forum in leadership at what is now the Fordham Gabelli Graduate School of Business, the concept was to bring noted leaders (business and otherwise) into a classroom where they could share their experiences and insights with MBA students. I believed that if students could meet successful leaders in a setting that encouraged open dialogue, we could transcend rote instruction and create life-learning experiences.
However, as a succession of leaders, including William Toppeta, CEO of MetLife, Myrtle Potter, COO at Genentech, Howard Safir, New York City Police Commissioner, and many others spoke at the Forum, it became clear that the concepts we were uncovering were in need of an organizing tool.
Then, as now, business writing was replete with alliterative formulas. A little Internet research will turn up “the 7 Ps of Marketing,” “the 7 Cs of Success,” “the 4 Ls of Retirement Planning,” and so on. To anyone who thinks these lists are a bit corny, consider that Jack Welch swore by his 3 Es: energy, energize, and edge. If an alliterative list was good enough for Welch, it’s good enough for me.
At the Forum, we decided to structure our insights about Leadership into Ps – and we didn’t stop with 7 – we eventually agreed upon 9! Were we the first to propose Leadership Ps? All I can say is that I haven’t found any Leadership list that antedates ours.
1. People – One of our early guest speakers, William Toppeta, put it this way: “Focus on the people and the numbers will come. Focus on the numbers and the people will go.”
2. Purpose – Obviously, you shouldn’t be leading if you don’t know where you’re going.
3. Passion – It’s not enough to be passionate about the job yourself, it’s also your responsibility to cultivate passion within the organization – not to rain on anyone’s parade.
4. Performance – Be as obsessed with your own performance as the performance of those who report to you.
5. Persistence – Jeff Rich, former CEO of Affiliated Computer Systems, told the Forum: “Persistence is about loving something so much that you refuse to ever abandon it.”
6. Perspective – Remember the role you and your organization are in the big picture.
7. Paranoia – It’s not worrying about oneself, but fear that your organization may be in jeopardy or missing opportunities. “Hypervigilance” is probably more accurate, but it doesn’t begin with P and it doesn’t have the same punch.
8. Principles – Christine Poon, a top executive at Johnson & Johnson, put it this way to the Forum: “A company’s values can provide a powerful inspiration and ultimately shape everything about the company.”
9. Practice – It’s essential to keep working at being a leader constantly – once you accept the responsibility of leading, there’s no holding back.
But wait, there’s more!
In the course of teaching these 9 Ps, I’ve noticed something peculiar. Most students carefully record each “P” in their notebooks (classroom habits are hard to break) and ask if they will be on the final. But a few more curious souls will grasp the process behind the 9 Ps and use them a springboard to inspire their own thinking about leadership. These people typically accost me outside the classroom, perhaps in an elevator or hallway, and after a moment, say something like: “Sander, I had an idea for a 10th P.”
Remembering P3 – Passion (and not raining on parades), I’ll say: “Great, tell me about it!”
And then I hear the suggestions: Probity, Process, Progressive, Poise, Productivity, Pursuit, Perfection – and more.
Do any – or all — belong in our list? Who knows how many Ps could be used to describe Leadership? For me, I’m satisfied with the 9 we developed at the Forum. But if someone wants to explore further, I’ll never try to hold them back.
As a leader, when you teach people in your organization, you’re not bestowing a gift. You’re planting a seed. A list like the 9 Ps is a trellis that can help their own ideas grow.
Sander Flaum, M.B.A., co-author of Boost Your Career: How To Make An Impact, Get
Recognized, and Build The Career You Want, is CEO of Flaum Navigators, a consulting firm that helps companies accelerate business growth through transformational ideas that galvanize leadership, brand building, and innovation. He is chair of the Fordham Leadership Forum at the Fordham University Gabelli Graduate School of Business, Executive-in-Residence at The Ohio State University Fisher College of Business, and is the author of several books including The 100-Mile Walk: A Father and Son on a Quest to Find The Essence of Leadership.
For more information, please visit: www.BoostYourCareerBook.com.
This is your year.
What? During these times? How can that be? Well for one thing, numerologically speaking, 2009 breaks down into an 11 year, which is a master number. We’re already off to a good start. This is the year to recognize and develop your individual mastery at whatever you’re called to do. Secondly, leaders often become great, in times of adversity. They have a creative vision for something new or better and the courage to stick with it, while others sit around bemoaning their situation. In our experience, people get into leadership positions in business or in their communities because they want to master something; to make a difference, leave a legacy or inspire others. If that sounds like you then this is your year. Let’s get going.
1. Bring Your Vision Into Focus
One of the first rules of creativity is that your thoughts create things. If you focus on lack and what you don’t want to happen, then that’s exactly what you’re going to get. If you stay clearly focused on what you really want, you’re going to create that. It’s important to be clear about what you want and the more detailed, the better. Your vision needs to be something you feel passionate about and have a burning urge to experience or achieve. Not something that you think will win you favour with others. True passion is the spark that keeps you focused and committed. It also inspires others to follow you.
Not convinced? Give it a try. Spend two minutes focusing on something that you really want. Now spend two minutes thinking about all the things that aren’t working. Did you notice the internal energy shift? Big achievements start from a big dreams, don’t constrain your desires but don’t get lost in thinking about ten years from now. You are here now.
2. Don’t Sabotage Your Vision
Your subconscious is a very powerful source. If you hold your conscious attention on your vision and then subconsciously keep telling yourself that it won’t happen, you won’t be successful or you aren’t worthy then it’ll never happen. Your conscious and subconscious desires have to be in alignment for you to succeed. The second rule of creativity is that we create what we believe. If you’re struggling to make things happen then looking at your beliefs is a good place to start.
Your subconscious mind can only say “yes” to your direction. It doesn’t have the capacity to argue or disagree. This is why it’s critical to pay attention to your self-talk. You know, that little voice inside your head that sometimes sounds like your Mother. If you’re thinking “It’ll never work” your subconscious says back “Yes, it’ll never work.” On the other hand if you’re thinking “It will sell” your subconscious mind will say “Yes, it will sell”. The other watch-out is worry. Because your subconscious mind can only say yes, you’ll often end up experiencing exactly what you were worrying about.
3. Imagine, Imagine
The third principle of creativity is what you desire is born through your imagination. Imagination is the soil where the seeds of your visions and dreams are planted. It brings ideas to life and nourishes them while they grow. Ideas get to live in 3-D. Most artists have a vision created in their imagination long before they bring it to life through a song, a play or a painting. You have the same ability to bring your ideas to life. Your imagination can create anything, its only limitation is you. This is fertile ground and it can work for or against you. You worst-case scenario and “yeah, but” folks take note, what is your imagination bringing to life?
4. Remove The Obstacles
Principle number four is unclogging the drains and getting rid of the obstacles that are getting in the way. Dedication is the key. Anyone who has ever achieved anything will tell you that it takes dedication and that means time. Yes, today that’s often viewed as a four letter word. But there is no way around it if you want something bad enough you have to be dedicated to it and set aside time to commit to it. It is not noble to serve everyone else first and forget yourself. This is a losing battle and you’ll never be done. You’ll just be exhausted and ultimately not able to achieve what you came here to do.
To protect your vision you need to surround yourself with positive forces. This may mean removing yourself from the critics and cynics but it’s the only way to protect your dream. Realizing any dream requires discipline to do the work and eliminate the waste in whatever form it may appear from clutter, to distractions to excess spending. Most importantly, you must be true to yourself. Listen to your intuition when it’s telling you something. Follow your own voice and not the desires of others. In the end the only regrets you’ll have are the things that you did or didn’t do because you ignored your own instincts.
Lastly, and perhaps this goes without saying but the most important rule is to ensure that your visions and dreams serve the planet and humanity in the best way possible. This isn’t a strategy to try and destroy someone or something else. As leaders it’s our responsibility to make this world a better place by focusing on a brighter future. So it’s up to you. You can either choose to join the endless cacophony of gloom and doom or decide that you’re going to chart a new course and make this your year.
Source by Sherry Waddingham
Here are a selection of tweets from June 2018 that you might have missed:
- Why People Don’t Notice You’ve Changed by @JesseLynStoner https://buff.ly/2si4K8m
- Leadership and Authenticity Excellent piece by @edbatista “Because going against our natural inclinations can make us feel like impostors, we tend to latch on to authenticity as an excuse for sticking with what’s comfortable.”
- 8 Ideas to Help Your Challenging Conversations and Difficult Decisions by @artpetty
- Persist or Pivot? 8 Questions to Determine How to Move Your Plan Forward by @Julie_WG
- Appreciate Others to Uncover Hidden Heroes by @mikehenrysr via @leadchangegroup
- 64 Promises That Every Leader Should Make by @toddbnielsen
- 10 Business Strategies From Self-Made Millionaires by Martin Zwilling @StartupPro
- Learning About Innovation from Mr. Edison by from @wallybock via @leadchangegroup
- The Myth of “Learning Styles” via @TheAtlantic
- With Goals, FAST Beats SMART via @mitsmr
- 3 Weak Phrases You Should Drop From Your Leadership by @WScottCochrane
- Five Harmful Parenting Styles and How to Correct Them by @TimElmore
- 18 Hard Things to Do If You Want to Be a Successful Leader by @LollyDaskal
- Executive Visits: 4 Strategic Approaches for Influence and Impact by @LetsGrowLeaders Karin Hurt
- Personal Development: A Learning Journey is Its Own Reward from @wallybock
- 6 Warning Signs That You’re Failing as a Leader and How to Avoid It by @LollyDaskal
- Englishmen Can’t Shoot Straight: Lessons in Innovation by @wallybock
- Why Innovation Can Be Taught by @adigaskell
- Self-Discipline Isn’t Emotional by @timage Tim Milburn
- Learn-gevity: Enhancing Your Ability to Learn, Perform and Succeed Over Time by @Julie_WG
- Tune in to Purpose and Cause to Find Joy in Your Working Life by @artpetty
- 6 Tips for a Great Personal Development Plan from @wallybock
- Winning everything only for ourselves makes us lose so much. via @KateNasser
- Leadership Requires Healthy Relationships with Feedback by Alex Vorobieff via @leadchangegroup
- What to Do When You Can’t Face Your Team by Mark Ellis via @leadchangegroup
- Good post from @larrykim – The Top 18 Entrepreneurial Mistakes in Launching and Building Your Startup
- Four-Star General’s Leadership Advice: “Communicate, communicate and communicate” @washingtonpost
- Ain’t No Joy In Double Standards from @JohnBaldoni
- Summer Reading: My Summer Reading Plan Inspired by My Father from @wallybock
- Leading with inner agility via @McKinsey
- Are you shutting people out with your communication? by James daSilva via @leadchangegroup
- Decoding leadership: What really matters via @McKinsey
See more on Twitter.
If you hope to consider, who might, potentially, be the best leader, take the time, and make the effort, to examine, the reasoning, rationale, focus, strategy, and intentions of an individual. Dos that person, merely, talk – the – talk, or does he, also, walk – the – walk? What is the essential basis of his beliefs, and what drives his strategic plan, and action planning? Are the ideas, well – considered, and thought- out, or, merely, self – serving, empty rhetoric? Focus on the focus, and quality of the LOGIC! With that in mind, this article will attempt to briefly examine, consider, review, and discuss, using the mnemonic approach, why this is a relevant consideration.
1. Learning; listening; leading; logistics: Does the potential leader, commit to effective listening, and learning from every experience and conversation, in order to make the best decisions? Is the focus on leading, by example, as well as design, and having the skills and discipline, to develop and implement, relevant, sustainable logistics?
2. Options; opportunities; opinions; organized: One must carefully, thoroughly, consider, all viable options and alternatives, with an open – mind. While great leaders must have the self – confidence, to articulate their opinions, the methodology must be thorough. This must never be a haphazard approach, but, rather, must be organized, relevant, rational, and sustainable, as well as focused on the common good, rather than self- interests and / or any personal agenda.
3. Generate goodwill; growth; good: Until/ unless, one consistently, generates goodwill, by his actions m rather than by rhetoric or empty promises, he is not a true leader. Groups must constantly undergo relevant, sustainable growth, in order to attract future leaders. Evaluate whether an idea is focused on good, rather than appealing, on a populist level.
4. Ideas; integrity; ideology; impacts; imagination: Look beyond the words, but measure and consider, the quality of ideas. Avoid anyone who fails to strive to maintain absolute integrity. Is the core ideology, a positive one? What are the potential impacts and ramifications. Is this just, the same – old, same – old, or does the potential leader possess a relevant, open – minded, imagination.
5. Character; clever; creative; cooperative; common good: Many skills can be trained, but most people maintain a particular character, for better or worse. It takes a clever person to merge the best combination of traits and characteristics, focused on being cooperative and unifying, rather than adversarial. Above all, perhaps, is the focus and emphasis on the common good.
Do you believe you will have the LOGIC of a quality l. Why do you think so?
Source by Richard Brody
So what does this have to do leadership?
A great leader shouldn’t be solely focused on driving record profits or earning that year-end bonus. A great leader must also connect heads and hearts. More specifically, an inspired leader is constantly trying to align organizational values with employee feelings. When we are successful in aligning values and feelings, our teams become more agile and adept at handling any change they may face. Your business is changing on a daily basis. In fact, that change brings with it an enormous amount of uncertainty. Unfortunately, our brains are wired to view uncertainty as a threat, so aligning values and feelings and connecting heads and hearts is no simple task.
Leadership guru and author, Simon Sinek recently said, “To affect change inside an organization we must remember why people resist change. People don’t fear change, people like comfort. The status quo is more comfortable than the unknown.”
With all due respect, Simon is partially correct but doesn’t tell the whole story. People do like things to be comfortable, however, people in fact do fear change. To be more specific, people fear the uncertainty that change always travels with. Surprisingly, fear is not the biggest obstacle to navigating change.
In a recent Rock ‘N’ Roll With It survey we conducted about change, we found that while nearly 90% of respondents said they desired meaningful change in their lives, the number one obstacle stopping people from achieving that change was discipline (30%).
How does this impact great leadership? It means that we need to help those we lead stay disciplined while working towards personal and organizational goals. We do that by first understanding that discipline can be broken into two parts.
Being disciplined begins with commitment. Gathering a strong commitment from those we lead will have the greatest impact on achieving the positive results we are responsible for producing. So how do we inspire a level of commitment that will move the needle within our organizations?
In order for anyone to consistently stay committed to something, they must define their core values. Core values are developed over a lifetime and are what guide our decision-making process. Unfortunately, most people have never taken the time to discern what their four or five core values actually are. This can lead to decisions driven heavily on “feelings” and that is a recipe for unstable, volatile, and potentially dangerous results.
Have you ever been faced with a decision that was incredibly difficult and kept you up at night worrying? We all have been in that position at one point in our lives. But those of us who have taken the time to define what truly matters to us can reach a decision much faster knowing that the decision made was in alignment with our core values. No matter what the outcome.
A great leader helps those around them define their core values to enable more efficient and burden-free decision-making. Bringing these core values into the light actually makes it easier to stay committed. It allows us to connect on a much deeper level to the work at hand so when an obstacle arises, we can find the proper motivation to push through and stay focused on achieving our goals.
The second part of discipline is forgiveness. It begins with forgiving ourselves for past failures and lack of commitment. Staying 100% committed to anything is incredibly difficult at best and damn near impossible at worst. As humans, we love to punish ourselves for not being committed enough to reach our goals and aspirations. By not forgiving ourselves, we bring that baggage to the start of every new project and before you know it, there is no room left to make mistakes.
Performing with the sole expectation of perfection is a soul-crushing, anxiety-ridden, creativity-killing endeavor — one that can lead to failure, which will require more forgiveness and the cycle starts again.
A great leader helps their people accept forgiveness and encourages the high level of commitment needed to positively affect change. Some days that level is greater than others. Making people aware that you understand that commitment level provides them with the freedom to make mistakes and take risks.
It’s not just the individuals that need help forgiving themselves, but an effective leader can also help them forgive the organization for falling short of expectations and breaking past promises. Managing veteran employees who have been around long enough to witness disappointments can have a profound effect on employee morale. Helping them establish their core values and keeping them focused on the current work at hand will make it easier to align values and feelings.
At the end of the day, being a great leader means making things personal and taking an interest in helping those you lead to become better individuals. When you help someone define their core values, you are providing them with shelter to weather life’s storms that go far beyond “work.” By encouraging and guiding their commitment, you allow them to achieve things they once thought impossible.
As a leader, you have a choice as to the type of song you can write. We believe everyone has a hit song inside of them. What’s yours?
About the Authors:
Brant Menswar is the co-authorof Rock ‘N’ Roll With It: Overcoming the Challenge of Change, a sought after keynote speaker, author and award-winning musician. Through his work as Managing Partner with Banding People Together, he has helped clients navigate change and influenced the collaborative culture of companies like NASA, Netflix, Verizon, Sony Pictures, Hard Rock and dozens of others. As the front man for the critically acclaimed blues/soul band, Big Kettle Drum, Menswar’s voice has been described as “gritty and magnificent” by industry titans like Billboard and Sirius/XM Radio. Brant’s private fundraising concerts have raised over a million dollars for the non-profit organizations he supports. He serves on the Board of Directors for Children’s Home Society of Florida and is a graduate of Florida Southern College.
Jim Trick is the co-authorof Rock ‘N’ Roll With It: Overcoming the Challenge of Change, a certified life coach, author, speaker and acclaimed folk musician. Trained by the prestigious Coach Training Institute and certified by the International Coach Federation, Jim has built a highly successful coaching practice in Marblehead, MA. Through his work with Banding People Together, Jim has helped organizations like Focus Brands, Hampton, SunTrust, NASA, ESPN and Cisco build a culture of effective collaboration. He is a regular guest lecturer at Berklee College of Music. Jim has founded two inner city food outreach programs for the homeless and continues to live his passion of working with people who want to personally and professionally live with greater freedom, fulfillment and success.
Here’s a look at some of the best leadership books to be released in July 2018. Don’t miss out on other great new and future releases.
Powered by Change: How to design your business for perpetual success by Jonathan MacDonald
Training Reinforcement: The 7 Principles to Create Measurable Behavior Change and Make Learning Stick by Anthonie Wurth and Kees Wurth
Leading With Emotional Courage: How to Have Hard Conversations, Create Accountability, And Inspire Action On Your Most Important Work by Peter Bregman
Transforming the Clunky Organization: Pragmatic Leadership Skills for Breaking Inertia by
Samuel B. Bacharach
Reinvent Your Business Model: How to Seize the White Space for Transformative Growth by Mark W. Johnson
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