Decided to take a look back and found this post from June of 2005. Ever experienced old leaders and their old ideas? Maybe you’ve approached your life this way. It’s a dangerous place, either way.
Isn’t it tragic how old leaders bring old ideas? Here are some reasons for this dysfunction:
Old leaders look through the lens of the past. A place that “once was”
Old leaders believe (foolishly) that what worked in the past will work again
Old leaders grow old gradually…over time, and die before they are buried
Old leaders are insecure and need an organization that will grow old with them
Old leaders think change applies to others
I was at a holiday get-together this past weekend. One individual gave me some interesting insights. She worked for a company where many of the key leaders had moved onto another competitor. This was the result of a management shake-up some years ago. These leaders were now trying to implement a structure like the one they had some ten years ago. She hauntingly noted; “it didn’t work at our place ten years ago, and it won’t work at their new place.”
One of the common mistakes of management is the dysfunction of justifying the old by glorying in the “moments in the sun.” They experienced the success, and believed that is was a one-way ticket to everlasting success. Again, old leaders with old ideas.
Some of my best leaders have been women. Many of them gave me something essential to growth-affirmation. Is this a motherly instinct? I can’t say for sure, but it has made a difference in my career path.
The Juggle has a great post (Is it Better When the Boss is a Mom) on the potential benefits of a woman leading the charge. I think a woman being the leader of a group or organization can be an advantage, but whatever the reason I am a better leader because of the influence of these ladies in my life.
Here are some reasons (in addition to affirmation) why women can be wonderful leaders at work and home:
They seem to understand that life is wide as it is long.
They have instinct that, as a man, I only wish I had.
Many women are comfortable in their own skin.
They often understand the importance of legacy (maybe the motherly thing).
They know how to walk away.
Here’s to the women who lead and the difference they make.
I have influencers and so do you. So, the following are some traits I need from leaders in my life:
Integrity-a worn out word that represents our culture’s desperate desire for someone who is willing to do what’s right, no matter what. This is an area of choice. We choose to have integrity or we choose not to. By-the-way, integrity is not measured in degrees. You either have integrity or you don’t.
Creativity-this is not confined to the painter and musician. It’s the person who is engaged and willing to try new things. They also are not afraid of making mistakes or being laughed at.
Unimpressed-a trait where the person doesn’t care about titles, office locations or how many letters/words come after their names. I’m ok with the titles, I’m not ok with a leader who needs to wear a title like a name tag.
Humility-same as integrity in many ways. It also represents someone who has been hurt, someone who faced down adversity. These are what I call, “been to the edge” leaders.
Realism-an ability to dream and yet understand what is in front. A dreamer without realism is often a wanderer. Believe me, I have first-hand experience.
Vulnerability-one of the most difficult traits to live out, but essential in building real trust. I’m a work in progress in this regard. I’m glad to meet leaders who are focused on keeping it real and are willing to let me see the losses.
Giving-this is not only for charity, it is also related to a mindset. These are people who see other people as gifts from God and are willing to give them a chance.
This post is from a few years back and just as relevant. Thanks goes out to my friend Andy for prompting me.
There is no doubt in my mind that Sir Ken Robinson get's "it" when it pertains to our education system. He does an excellent job in the below speech exposing many lies. Tough road ahead for change.
I thought I would take some time to update you on my goings on. Specifically, from my post The Week That Was. My story is a mixed bag.
Fortunately, my wife landed with a new company on March 25. We were also able to get health insurance much sooner than we initially thought, April 1 to be exact.
This is all great news.
The other side of the coin is helping my wife navigate the change. I was truly struck by the "family spirit" that was her working group. They were and are very close. They encouraged one another, consoled one another, they behaved in a way that close families do. The sad reality is they're not a family. At least not in the eyes of corporate America. It reminded me how easy it is for organizations and their people to live in two different realities. One reality based on caring and performance, the other on results and a thing called money. Obviously, great danger follows these opposites.
Another striking result of this process is how little senior leaders know about communication. Specifically, how to say what needs to be said. If I didn't know any better, I would say a bunch of 3rd graders were running the show for my wife's former company and the new one too. If you're a professional, you're supposed act like one.
In the end, I'm looking out for my family and trusting in the One who knows and sees way more than I.
Many thanks for the concern and sentiments you've sent my way.
The book is
ripe with practical ideas, could you unwrap the concept of "their
there" and why it's important in the arena of influence?
MG: "Your here" is your agenda and in this distrustful world everyone
expects people to have one and so everyone either has their guard up or is
primed to put their guard up at the first sign of you trying to foist your
agenda on them.
JU: Focusing and remaining focused on "their there" or where the
other person is coming from and helping them to see and get to where they want
to go and way beyond that, where they could go is one of the keys to real
influence. In fact, the most influential people from our lives were influential
because they saw a potential in us that we couldn't see.
We here in
the U.S. live in a very self-focused culture. What are some ways to transcend
this state? MG: Think of someone and what they did who stood up for you when you couldn't
and/or stood by you in a crisis and refused to let you fail and/or stood up to
you in private and pushed you to do something you didn't think you could or
stopped you from doing something foolish that would have hurt you or your
reputation.
JU: Good point Mark. What was that
person's effect on you? Probably amazing.
What would be the best way to honor them? Probably by doing onto others
what they did onto you. What would be
the effect on people around you? Probably the same as that special person's
effect was on you… huge. Plus you might even like yourself or be proud of
yourself more.
What will the
solo/individual contributor find most practical in the book? JU: The solo/individual will find a 4 step way to truly win friends and influence
everyone, that works 100 % of the time if you apply it.
How does
listening help our efforts to influence? JU: Ask yourself, "When was the last time I felt someone: got my situation
(I mean really got my situation); got me in my situation (my fears, dread,
dreams and possibilities) and got not just where I wanted to be, but where I
could be that would be profitable, successful, meaningful and fulfilling.
" We're guessing, "Doesn't happen to often." That is the power of listening to influence
someone.
Could someone
apply the concepts found in the book to their personal lives? MG: In a word… absolutely. Just think
of the people who helped you become the best you could be and who will be among
the top handful of people you are most grateful to at the end of your
life. What if you became that to the
people in your personal life? Imagine the possibilities.
About The Authors MARK GOULSTON, M.D., is a business psychiatrist,
consultant, Chairman and Cofounder of Heartfelt Leadership, and the author
of the bestselling Just Listen and Get Out Of Your Own Way. He also
writes a Tribune syndicated career column; blogs for Fast Company, Business
Insider, Huffington Post, and Psychology Today; and is featured frequently in
major media, including the Wall Street Journal, Harvard Business Review,
Fortune, Newsweek, CNN, NPR, and Fox News. He lives in Los Angeles. JOHN
ULLMEN, Ph.D., is an acclaimed executive coach whose clients include dozens of
leading international firms. He oversees MotivationRules.com, conducts
popular feedback-based seminars on influence in organizations, and teaches at
the UCLA Anderson School of Management. He lives in Los Angeles.
Celebrating the best of the Epic Living Blog, 2012. Enjoy!
I've been thinking a lot these last few weeks about what's the best measurement of quality leadership-in the business world and out. There's so much flowing out there about defining quality leadership, it can be a bit overwhelming. Did I mention burdensome?
I will attempt to set a context you can use to measure leadership in a way that you can pull out in virtually any situation. Maybe it's a question you ask a prospective manager or the HR recruiter who wants to know if you have any further questions.
The question comes down to this; "who follows you even though they don't have to?"
The answer to the above question is so important because anyone can follow when there is a stick and carrot involved. But what about when you're not in charge or some other circumstance changes the order of things? Every time I've met someone who has followed a leader without the force of position, I've encountered someone whose life has been impacted. Impacted in way that you can feel deep in your gut as the observer. Sort of like being in the audience when a great singer sings "that" song.
This all should make us remember that how we influence people (every day) is what builds true followers. And if we do it right, they will stay.
I had the pleasure of doing this interview with leadership expert, John Baldoni, who is the author of the new book The Leader's Pocket Guide a few weeks ago. I've always admired his wisdom and energy. Enjoy!
In
your book you note the importance of what people think, but in a way that
builds a solid reputation. What’s at stake in doing this?
Thinking
is good because it points us in the right direction. But when it comes to
leadership, action counts. Leaders put their thinking into gear when they lead
by example.
Leaders
must often choose between two good alternatives. Critical thinking teaches
leaders how to balance alternatives as well as to put things into context.
What
role does hubris or arrogance play in hindering a leader from impacting their
organization in a positive way?
Hubris,
a Greek word, is the condition by which a leader is blind to his or her faults
and often leads to living in a bubble, surrounded by yes people. This is never
a good thing.
One
of the last tips in the book mentions the importance of finding interests
outside of work. What keeps leaders from doing this?
Time.
time. time… Anyone in a leadership position needs to recharge themselves. A
hobby, a trip or close associations with family and friends can do this.
In your mind, what
organizations are doing the best job of developing and growing leaders?
Rather
than focus on names of companies I focus on the many capable leaders in
organizations large and small who are making a positive difference in the lives
of their customers, employees and customers. They are legion.
JOHN BALDONI, president of Baldoni Consulting LLC, is an internationally recognized executive coach, speaker, and author. In 2011, Leadership Gurus International ranked John No. 11 on its list of the world’s top 30 leadership experts. He is a regular online contributor to CBS MoneyWatch, Inc, and Harvard Business Review.
Does your manager operate on assumptions? It's kind of a turn on my saying, what management does know will hurt them. The following are some examples:
We hit our numbers (cutting costs, revenue goals, quarterly profit), therefore we've earned the right to proceed with the next phase of growth.
The last employee survey was better than the last, so we don't need to dig any deeper into past complaints of favoritism.
We all have sacrificed, so morale isn't as bad as it may appear. Besides, we're a team.
Obviously, you and I could think of many other examples. My point is to illustrate the two different worlds management and employees live in. The most dangerous part is the inevitable collision to come. In America those collisions are happening on a regular basis. For example, our fiscal cliff is causing many publically traded companies to pay out one-time dividends at a lightening pace to beat what they see as the inevitble in 2013. The hike in tax consequences on dividend income. This is happening while many employees, and potential employees, are wondering when will the hiring will start again. The money is there for a dividend, why not for hiring someone.
Human beings are complex creatures. The DNA is fixed and we are who we are. Survival instincts, the need for affirmation and a desire for clarity are just a few to consider. How can this be missed. Lower quality leaders just don't know any better. Call it a leadership deficit that's difficult to remedy.
We're doing battle with culture here. A culture that staked everything, or so it seems, on some false-growth model. There needs to be some cleaning out to the rot. I'm not advocating we toss the entire system out, but I am advocating that we add some serious leadership development that is NOT based on giving the appearance of change. Way too many programs conform to keeping the status quo alive and well. We need to find courage now because we are far into the second-half. Expecting an epic comeback is a very dangerous outlook.
Management is toying with grave consequences when it forgets this.
Until organizations realize that people are the essential elements of what make things work, we will forever have a win-lose proposition. Meaning, the organization thinks they've won and people are always on the losing end of the stick. Paying lip-service to this will only further deepen the hole.
I admire any leader that has the courage to speak up and act. These types of leaders are willing to pay a steep price, in-order to fight for something worth fighting for. This is rare. Far too many people of influence are looking the other way.
The absence of leaders willing to raise their hands is the rot we have on our hands.
