Do you love the life of a leader? No, not the power mistakenly associated with the position. And not the money mistakenly envied with the title. To love the life of the leader you must love your life as a leader. From the CEO, to a member of an executive leadership team, or those who lead in the trenches by influence and excellence, leadership involves responsibility and, at times, hardship.
By managing personnel and implementing policies and procedures, leaders earn their living by making difficult decisions. Sometimes those decisions are not appreciated. Often times they are not understood. Leaders who work to build individuals and teams live in the tension of risk and reward. I regularly meet with leaders dealing with what seems to be a poor ROI.
With finances and personnel, get rich schemes do not work. Leading demands consistent investment and patience to see ROI over time. Loving the life of a leader requires living with the assurance that most people can and want to develop. Developing people requires constant awareness of their progress on assigned tasks. Making the investment will make you richer.
Have you leveraged time and energy into people, hoping to see great ROI? Be passionate, patient, and persistent as you track return. Loving the life of the leader requires knowing the majority of your investments in people will produce positive returns. Do you fret that your investments are not growing fast enough? Or do you love the life of a leader, knowing that building people is a process?
The 4:00 am wake up for the first flight home came really early. But I was already awake thinking; thinking about the myriad of conversations I had this week with senior leaders in a company I consult with. As one always looking for themes the theme of the week was insecurity. What is not detectable in a five minute conversation is readily apparent after several interactions.
Paralysis by analysis. Keeping your options open is no longer a viable option. Leaders need decisive action. Hanging on to options too long ultimately leads to inaccurate decisions. … Read more
When my now adult daughters were children at home, I thought the key to overcoming sibling rivalry was cooperation. Boy, was I ever wrong. A battle of the wills preceded cooperation. Who will succumb first? Cooperation happened when one or the other acquiesced.
Coaching teams of ministry and business professionals towards fulfilling a common goal brought a breakthrough, personally and professionally. Inevitably cooperation was seen as compromise. What is the lowest common denominator that we can agree to? Cooperation held both parties back. Negotiators talk people into cooperating. Leaders lead people into collaborating. Continue reading
This contribution to Leadership4:TheFuture is from Matthew Green.
The word mistake often evokes negative thoughts and feelings. People tend to think that to make a mistake is to have failed. The failing occurs once this thought has taken root in our minds. Instead of viewing mistakes as something negative or as some form of failure it is important to view mistakes for what they really are, a learning moment. Continue reading
Editor Note: This is part four of David’s series on Trust. I encourage you to read Part One, Part Two and Part Three.
Trust. Results. The two go together actually. Results is the fourth and final “core of credibility” Stephen M.R. Covey writes about in The SPEED of Trust. By the way, if you haven’t picked this book up yet, I highly recommend it. Recall that we have already written on Integrity, Agenda, and Continue reading
I am not easily impressed. That said, people who stay ahead of the curve with technology do amaze me. Thad, my blogging companion is my go-to guy when it comes to learning how is what is new in the technology world impacts the business sector. I am especially interested in how to leverage technology trends towards developing high performing individuals and teams. Continue reading
I love being a dad. For me there has yet to be a better arena for leadership development than the home. My second daughter is frequently described as “intense”. A year ago this weekend, she married Mr. Intense. They are both active and attack life. For their first summer vacation they decided to hike Mt Humboldt in Colorado.
Normally a three day hiking and camping experience, Mr. and Mrs. Intense hiked 3/4 way to the summit on day one, hit the summit on day two, and returned pass base camp and to the car before sundown. A few days later they described the trip to me over coffee. It became obvious they had a great time.
At mid-season two NFL pre-season super bowl contending teams had to face the grim reality that the accomplishment of their year-end goal is highly unlikely. In August expectations were high. In September questions were raised. In October fears were realized. In November coaches were fired.
Both teams have high impact personnel. On paper these players’ potential should translate into a better team effort. When teams fail to produce the desired results coaching changes are imminent.
Leaders in every organization need to possess the skill to coach individuals according to their role and their personality.