To some, being a leader is just a job. But to others, it’s a choice, a calling even, to inspire others to engage, perform, and achieve. The women and men who make this choice are skilled in a number of areas that bring out the best in everyone and everything. They’re leaders who get it.
Their secret sauce? They’ve chosen to:
1. Be well-mannered mavericks who know when to go with the flow and when to go against it. Leaders who get it have the insight and courage to buck the status quo when it’s gone awry and are willing to assume the personal risk involved in doing so. “Business courage is not so much a visionary leader’s inborn characteristic as a skill acquired through decision-making processes that improve with practice,” notes University of Southern California professor Kathleen Reardon.
2. Be kind. These folks have closed the book on the view of leaders as flinty heroes who unsmilingly save the day and double the bottom line. (read more…)
There is an interesting story about the shortest letter sent to an English newspaper. The editor asked readers to respond to the question, “What’s wrong with the world?” The following response was reported to have been received from C.K. Chesterton, a well-known writer in the last century:
Yours Sincerely, C.K. Chesterton
When I learned of that story, I wondered how many leaders realize that the impact they make begins with what’s inside of them. The good “human” qualities that are expressed outwardly by leaders — courage, respect, restraint, empathy, compassion, generosity, etc. — start from within.
What that means is that when we look inside to develop these qualities, they can then manifest and become expressed through us to make an impact on the world around us.
So you, as a leader, have the opportunity to impact what’s right with the world through the positive qualities you express. (read more…)
Two weeks ago, I had the privilege of facilitating a discussion for a webinar for alumni of Georgetown University titled, “Conversations are the Work of a Leader.”
In spite of my limitations as a presenter, there was a lot of appreciative feedback about the messages conveyed: that as senior managers and leaders we need to be connected with our people, and not just through e-mail, newsletters and town hall meetings. We need to get out of our offices, off our executive floors and speak with the people who are doing the work of our companies.
There were poignant comments and questions during and after the webinar, such as, “I wish my boss was listening. He doesn’t get it,” and, “How do we get this message to our senior managers? They spend most of their time talking to each other, not to us.”
There were many similar comments and questions. Clearly this subject sparked interest; people feel strongly that conversations are vitally important. (read more…)
Last week, we asked: How well do you take to being “just a team member” and working alongside your team?
- Very well — I easily transition into the role of team member: 58.76%
- Well — sometimes I transition easily but other times I’m challenged: 34.4%
- Not well — I have difficulty changing my mindset and being a team member: 5.77%
- Poorly — I actively resist situations where I have to work alongside my team: 1.07%
Welcome to the team. It’s easy to forget what it’s like to be a team member when you spend most of your days leading that team. If you have difficulty stepping into a team role and letting someone else lead, you’re missing out on a great opportunity. (read more…)
Madeline is sitting in her boss’s office, patiently waiting for his full attention so she can preview a client presentation she has to deliver tomorrow. Meanwhile Rob, her boss, is sending a text on his smart phone. Before he’s finished with that, the computer pings, signaling an incoming e-mail that Rob says he must answer immediately. He interrupts that process to grab a ringing phone and finally waves Madeline away, mouthing “I’ll catch you later,” as she backs out the door.
Rob is a busy guy. He’s hustling all day long. And Madeline knows if he doesn’t review her presentation before she delivers it to the client, he’s very likely to snap her head off. Rob has the “Rush Syndrome.” Unfortunately, he’s spreading this infection throughout his entire team.
Does any of this sound familiar? There have probably been times when you could identify with both Madeline and Rob. If you detect some symptoms of “Rush Syndrome” in yourself, how can you stop the infection? (read more…)