How to See like a Leader
“Vision” goes with leadership like “hot” goes with summer; but how do you develop a vision that is sufficiently inspiring, realistically achievable, and – most importantly – gets people where they need to go? You’ve got to learn to see like a leader.
Effective leaders keep two things in constant focus: What is and What could be. Seeing and managing that gap – in a person, in a project, in a firm - is at the core of what leadership is all about. Leaders must look to the future without losing sight of the present.
Who or what are you struggling with today? Are you too focused on your goals to clearly see what’s happening right now? Or are you so caught up in daily tasks that you’ve lost sight of what you’re really trying to accomplish? If so, sounds like a vision problem.
Try taking a few moments to see like a leader. First, look at What is: be honest, objective, and ruthless about the current situation. Next, look at What could be: be bold, creative, and wild about possible solutions. Finally, invite others into the process: give them freedom to tell you the truth about the present and to dream big about the future.
You need a clear picture of What is and What could be in order to provide practical and inspiring leadership that closes the gap. So when you’re faced with a challenge, take the time to look before you lead.
- Geoff
[ I wrote this tip for this month's Graceworks News. Sign up here for the newsletter. ]
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Tuesday, July 7, 2009
Tuesday, April 28, 2009
Leadership Tip: Creating Commitment
Avoid the Consensus Trap!
Some people on your team are lobbying for Option A. Others are dead set on Option B. The rest don't like A or B.
Sound familiar? Ever feel like your hands are tied trying to make everyone happy? I've got good news for you: Your job as a leader is not to get everyone to agree; your job is to help them choose to commit.
Consensus is general agreement among all the members of a group. Commitment is devotion or dedication to a decided course of action. Consensus is an enticing illusion, while commitment is a powerful force.
Too many leaders wear themselves out trying to get everyone to agree. Such "consensus-building" usually ends in watered-down solutions, delayed action, and general frustration. Don't waste your time chasing after consensus; invest your time cultivating commitment.
People don't have to get their way to buy into a decision. Most merely want to know their input was heard, understood, and considered. When people feel like their leader listens to them and respects their contributions they are much more likely to commit to a decision that wasn't their first choice.
To help your people get behind your decisions, work the following into your process:
- Get input from everyone (even the quiet ones)
- Encourage a lively debate (disagreement is not disrespect)
- Carefully consider each idea (don't just go through the motions)
- Make a timely decision (not too early; not too late)
- Commit to your own decision (show 'em how it's done!)
What's your team struggling to agree on right now? Stop running after consensus and start laying the foundation for commitment.
Lead the way!
--Geoff
[ I wrote this tip for this month's Graceworks News. Sign up here for the newsletter. ]
Some people on your team are lobbying for Option A. Others are dead set on Option B. The rest don't like A or B.
Sound familiar? Ever feel like your hands are tied trying to make everyone happy? I've got good news for you: Your job as a leader is not to get everyone to agree; your job is to help them choose to commit.
Consensus is general agreement among all the members of a group. Commitment is devotion or dedication to a decided course of action. Consensus is an enticing illusion, while commitment is a powerful force.
Too many leaders wear themselves out trying to get everyone to agree. Such "consensus-building" usually ends in watered-down solutions, delayed action, and general frustration. Don't waste your time chasing after consensus; invest your time cultivating commitment.
People don't have to get their way to buy into a decision. Most merely want to know their input was heard, understood, and considered. When people feel like their leader listens to them and respects their contributions they are much more likely to commit to a decision that wasn't their first choice.
To help your people get behind your decisions, work the following into your process:
- Get input from everyone (even the quiet ones)
- Encourage a lively debate (disagreement is not disrespect)
- Carefully consider each idea (don't just go through the motions)
- Make a timely decision (not too early; not too late)
- Commit to your own decision (show 'em how it's done!)
What's your team struggling to agree on right now? Stop running after consensus and start laying the foundation for commitment.
Lead the way!
--Geoff
[ I wrote this tip for this month's Graceworks News. Sign up here for the newsletter. ]
Thursday, February 19, 2009
Leadership Tip: Sow Praise & Reap Results!
Praise: A High-Yield Investment
If you're looking for a simple action that can have a huge impact on your team's productivity, confidence, and morale, here it is: Go find someone doing something right and tell them so.
I know; it seems way too easy. Turns out it's not. Studies show that people are far more likely to voice criticisms than to openly praise someone for "doing their job well." But the payoff for timely recognition and positive reinforcement is enormous compared to the limited investment required by the leader. You could talk face-to-face, shoot an email, or jot a quick note and leave it on their desk. To get the most bang for your buck, follow these guidelines:
1. Be sincere. Honesty is critical; don't just blow smoke or rub tummies. It will only erode their trust in you, not to mention dilute any authentic praise you may offer in the future.
2. Be quick. We walk by excellence everyday. Open your mouth and let people know that you noticed. It will make their day and motivate them to keep up the standard they have achieved.
3. Be public. Speak to their supervisor or praise them in front of their peers. Not only does this heighten the impact on the individual, but creates a positive environment for everyone involved.
This leadership tip won't cost you much time, energy, or resources, but you will reap the benefits in the responsiveness, loyalty, and support of your people.
So, when you're done with this email, go find some excellence in your organization and make it a point to praise whoever is responsible for it.
[ I wrote this tip for this month's Graceworks News. Sign up here for the newsletter. ]
If you're looking for a simple action that can have a huge impact on your team's productivity, confidence, and morale, here it is: Go find someone doing something right and tell them so.
I know; it seems way too easy. Turns out it's not. Studies show that people are far more likely to voice criticisms than to openly praise someone for "doing their job well." But the payoff for timely recognition and positive reinforcement is enormous compared to the limited investment required by the leader. You could talk face-to-face, shoot an email, or jot a quick note and leave it on their desk. To get the most bang for your buck, follow these guidelines:
1. Be sincere. Honesty is critical; don't just blow smoke or rub tummies. It will only erode their trust in you, not to mention dilute any authentic praise you may offer in the future.
2. Be quick. We walk by excellence everyday. Open your mouth and let people know that you noticed. It will make their day and motivate them to keep up the standard they have achieved.
3. Be public. Speak to their supervisor or praise them in front of their peers. Not only does this heighten the impact on the individual, but creates a positive environment for everyone involved.
This leadership tip won't cost you much time, energy, or resources, but you will reap the benefits in the responsiveness, loyalty, and support of your people.
So, when you're done with this email, go find some excellence in your organization and make it a point to praise whoever is responsible for it.
[ I wrote this tip for this month's Graceworks News. Sign up here for the newsletter. ]
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