Apr
30
Persistence: The key to the achievement of meaningful goals
Filed Under Leadership Practices | 5 Comments
Photo by Sami T
“Persistence isn’t using the same tactics over and over. That’s just annoying. Persistence is having the same goal over and over.” - Seth Godin on Persistence
As leaders it’s importance to be persistent. Anything worth achieving in life requires constant effort. Just having a meaningful goal is not enough, to make a difference we need to continuously take action. We need to be persistent, as we strive to reach our goals, working daily towards the achievement of our goals. Persistence is necessary as meaningful goals don’t come easy. There are days when we will feel life giving up, days when it seems that we are not making any progress, there will be days when we feel like giving up. It’s during days like these, that sheer determination and persistence is all that that’s left. It’s persistence that ensures we continue and don’t give up!
“Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan “press on” has solved and always will solve the problems of the human race.” - Calvin Coolidge
The challenge in reaching any meaningful goal, requires persistence. It’s persistence that keeps us moving forward, meaningful goals are not achieved overnight, they require, no they demand persistence, patience and perseverance. If you continue to take action, you will build the necessary momentum…..
“If Columbus had turned back, no one would have blamed him. No one would have remembered him either.” – Unknown
In the face of challenge, persistence ensures that we continue to take action towards the achievement of our goal. As Seth Godin points out, this may require us to frequently adjust our tactics, until we achieve the goal.
“In the confrontation between the stream and the rock, the stream always wins - not through strength but by perseverance.” - H. Jackson Brown
Reflecting on you goals…
- Do you need to change the tactics you’re using to archive your goal?
- Have you persevered toward you goal? Or have you perhaps given up too soon?
Technorati Tags: Persistence, Persistent, Patience, Goal, Goals, Management, Leadership, Personal Leadership, Courage, Tactics, Strategy
Apr
30
How is your Trust Rating?
Filed Under Uncategorized | 4 Comments
I stumbled across a very interesting post “What’s Your ‘Trust Rating’” which highlights some interesting research on trust. As you are well aware trust is absolutely critical to effective leadership, in fact, I would go as far as to say that without trust you cannot lead! The article discussed research by social psychologist, Robert Hurley who defines trust as “confident reliance on someone when you are in a position of vulnerability.” In the research Robert Hurley identified the following 10 primary factors can help us determine why people trust or fail to trust:
- Risk tolerance: Some people are naturally risk takers, while others are just as naturally cautious.
- Level of adjustment: Some people require a lot of time to develop trust,while others can embrace trust more quickly. Poorly adjusted people tend to perceive numerous threats in life.
- Relative power: Those in positions of authority are more likely to trust than those who are not because those in roles of power can punish those who betray them. If people have little authority, they’re more vulnerable and less likely to trust.
- Security: The higher the stakes, the harder it is for people to trust.
It’s easier to trust if not much bad is apt to happen; for example, a tight rope 6 inches above the ground versus one 60 feet above the ground. - Number of similarities: We tend to trust people who are more like us,expressing similar values and common personality traits, than those who are not like us. The more different we are, the less apt we are to trust.
- Alignment of interests: People want to know, “How apt is another person to look after my interests?” Leaders can’t assume that people in the organization have the same interests.
- Benevolent concern: The problem among people is not so much evil as it is self-centeredness. People are more apt to trust you if they see that you’rewilling to put others before yourself.
- Capability: Competence is important. People are less apt to trust you,
even if they like and are like you, if they sense you don’t have the capability it takes to lead. - Predictability and integrity: A person who’s consistent is more apt to be trusted than someone who’s unpredictable. Saying one thing and doing another creates distrust. Be careful not to over-promise.
- Level of communication: Because trust is relational, open and honest communication is key. When there’s miscommunication, cover-up, secrets, and guardedness, people are less apt to trust.
The above image is from the Harvard Business Review in brief titled “The Decision to Trust“
Trust is the life-blood of effective leadership. Are you consciously taking time to build your trust rating? How is your ‘trust rating’? What steps can you take over the next two week to increase your trust rating with your team?
Technorati Tags: Leadership, Trust, Management, Confidence, Credibility, Security, Business, Team, Teamwork, Power
Apr
30
Photo by urbanjacksonville
Marshall Goldsmith wrote an interesting article “Great Leaders Are Made Not Born” discussing leadership development effectiveness, when Marshall Goldsmith and his partner Howard Morgan, conducted an extensive study on leadership development programs involving over 86,000 participants in eight major corporations. Their finding were that…
“Leaders who participated in a development program, received 360º feedback, selected important areas for improvement, discussed these with co-workers and followed-up with co-workers on a consistent basis (to check on progress) were rated as becoming dramatically better leaders — not in a self-assessment, but in the assessment of co-workers — six to eighteen months after the initial program. Leaders who participated in the same developmental programs — and received the same type of feedback — but did no follow-up were seen as improving no more than random chance.”
Marshall Goldsmith provided the following suggestions as to how we can increase our leadership effectiveness:
- Get 360º feedback on your present level of effectiveness — as judged by co-workers that you respect.
- Pick the most important behaviors for change — those you believe will enhance your effectiveness as a leader (i.e., “become a more effective listener” or “make decisions in a timely manner”).
- Periodically ask co-workers for suggestions on how you can do an even better job in your selected behaviors for change.
- Listen to their ideas (don’t promise to change everything) and make the changes that you believe will further increase your effectiveness.
- Follow-up and measure change in effectiveness over time.
Direct feedback is essential to our development as leaders. Critical feedback is often missing simply because we fail to ask for feedback. Why not ask a trusted co-worker this week for feedback on your leadership effectiveness?
Technorati Tags: Leadership, Feedback, Mentor, Coach, Coaching, Management, Development, Leadership Development, Personal Development, Growth
Apr
22
Three criteria for defining a worthwhile goal
Filed Under Uncategorized | 2 Comments
Leaders set goals that inspire and challenge. Goals energise people when they are well defined, provide meaning and give direction. Sadly leaders often set goals that are ambiguous, unrealistic and uninspiring, for example “providing a superior return to shareholders”. So how do leaders go about defining a worthwhile goal? In the book “A Bias for Action” by Heike Bruch and Sumantra Ghoshal, which I’ve just finished reading, provides the following criteria for defining worthwhile goals:
- Concrete: Concrete goals make it clear what the various components other make up the goal, the challenges that need to be faced and overcome to achieve it. There is a good understanding of the tasks that need to be completed to achieve the goal.
- Meaningful: People have to believe that the goal is worth the effort, that the goal is necessary to make a difference.
- Challenging: The goal should stretch us whilst not so overwhelming that it paralysis action. If goals don’t seem to be achievable they are quickly abandoned. Worthwhile goals are personally challenging.
When these three criteria underpin a leader’s goals, they help increase the level of commitment people give to the attainment of the goals.
- Are your goals concrete and well defined?
- Do you personally identify with your goals? Is it a worthwhile pursuit?
- Is your goal personally challenging? Will it stretch you whilst not overwhelming you?
Technorati Tags: Goals, Goal-Setting, Vision, Objective, Challenge, Meaningful, Concrete, Worthwhile, Leadership, Business, Management
Apr
22
Scott Anthony posted an interesting set of six drivers of organisational change, based on a discussion panel on change that I found interesting and worth sharing. The six drivers of change identified by the panel are:
- The need for a crisis or some kind of “burning platform” to motivate transformational change
- A clear vision and strategy … that allows room for iteration
- A recognition that transformation is a multi-year journey
- A need to put the customer or consumer in the center of the transformation equation
- The critical importance of demonstrating to skeptics that different actions can lead to different results
- The need to over-communicate to employees, customers, stakeholders, and shareholders
These are great insights into organisational change, which typically is a tough leadership challenge with a high failure rate. Good points to include in your change checklist….!
Technorati Tags: Change, Vision, Transformation, Leadership, Management
Apr
15
Insights into effective decision making
Filed Under Uncategorized | 1 Comment
Leaders are central to the development of an environment that encourages effective decision making. As CCL discusses in their article “Unbalanced Influence: How Myths and Paradoxes Shape Leaders Myth of Effective Decision Making“. The article discusses how some leader feel that decision making is their right and their responsibility, where “the belief that a decision made at the top level will resolve a problem, crisis or opportunity has lured many leaders astray…” It’s important that leaders help their organisations and teams, to make effective decisions. Keeping decision-making as the exclusive right of the leader negatively affects the leader and organisation as follows:
- Be fickle about a team approach. They value teamwork when it suits them, but then go solo when they want to make a decision.
- Be more focused on time and “making” a decision than the decision-making process.
- Limit input. They shut down group discussion too quickly or set rules about what may or may not be considered.
- Impose undue pressure to act.
Leaders need to focus on creating an environment that support a robust decision-making process, rather than to focusing on making the decisions. To help in the development of a robust decision-making process, the article makes the following suggestions that can help leaders step away from the decision and to take a view of the bigger picture:
- Try again. One of the greatest inhibitors in an organization is the assertion, “We already tried it and it didn’t work.” Experience can be a double-edged sword.
- Slow it down. A quick decision isn’t always the best decision. Get in the habit of asking, “Why do I (or we) have to make this decision now?” Who or what is influencing or pressuring you to make a decision?
- Operate at the edge of chaos. Create an environment where looking at multiple scenarios and alternative solutions is routine. Recognize that new circumstances and complexity change the operating reality. Allow freedom to discover both good and not-so-good ideas. Create a culture where the only bad decision is the one not made (as opposed to the one not made by you).
- Ask questions. Listen to answers. Seek advice from people who don’t behave or think the way you do. Get the ideas of people who have different expertise and perspectives - and listen.
- Let go of your ego. This may be extremely difficult, since self-confidence and a strong ego are often factors in executive success. But releasing the need to be in control, to be right or to have all the answers will foster better decisions and build organizational capacity.
- Get support. Find a coach, colleague or friend who can relate to your world and help you make changes. Ask yourself, “Who is able to fully comprehend the issues and stress I face? Who can help me see how my influencers are coming into play? Who can help me see myself more clearly?”
Creating an environment that results in robust decision making is one of the tasks of the leader as social architect. How effective is your decision making process. Are you a leader that’s created a decision-making bottle neck at the top?
Technorati Tags: Decisions, Decision-Making, Choices, Leadership, Management, GTD, Execution
Apr
15
The three aspects of good leadership
Filed Under Uncategorized | 3 Comments
Dr. Jay Conger Professor of Leadership Studies, Claremont McKenna College, discusses the following three aspects of great leadership, authenticity, branding and followership.
“We’re swimming in advice about how to be good leaders. Bookstores hold remarkable portraits of Donald Trump, Martha Stewart, Jack Welsh and others. They all have advice for us. But how many people can “play” Donald Trump? It’s hard to imitate these characters. And if you try, it is usually a disaster. The last person who tried to imitate Jack Welsh was Jacques Nasser at Ford, which is one reason why Ford ended up on the brink of disaster. It’s better to be yourself; beware of who you wish to become.”
Authenticity
“Why is authenticity important? We live in a world of political and business cynicism and we’ve lost trust with our establishments and leaders. Authenticity is crucial to gaining the mantle of leadership because it is used to retain talent. Authenticity requires:
- Maintaining consistency between words and deeds
- Communicating a consistent underlying theme
- Being comfortable with yourself
- Revealing an allowable weakness
“… It takes a long time to develop your own authenticity. The challenge is to develop your own sense of conviction, and life experiences can either reinforce or demolish those convictions. ”
“There has to be consistency between words and deeds. A leader’s actions must move the organization toward a consistent underlying theme. You have to know who you are and what the organization stands for.”
Being authentic is central to trust, and without trust you cannot lead. How effectively and consciously have you focused on developing your authenticity?
Branding
“Who you are as a leader is your brand. Because you can’t be everywhere, the brand will carry your message. Branding requires:
- Having identity differences that are meaningful for your followers
- Projecting these differences
- Highlighting your differences in stories, decisions, dress and actions
What is Bill Gates’ brand? He is totally aligned with his business model, which means that if you’re a geek, you want to work for him. Richard Branson’s brand is risk taking, outrageous ideas and adventure. Your brand has to personify your business so followers can easily identify it.”
Although I don’t quite think that branding is the right word, the idea Jay talks about is important. Are you clear about why you make a difference?
Followership
“Why should anyone be led by you? As president and CEO, what are the one or two qualities that make people want to follow you? What your followers want:
- Significance
- Community
- Excitement
- Authenticity
“Do your actions mirror authenticity, a clear brand and build followership? “
Are you doing what matters? This is an important question. With so many causes for people to join and give of their time and energy, why does you cause matter?
Technorati Tags: Leadership, Authenticity, Followership, Business, Management, Branding, Values, Self-Awareness, Purpose
-
Welcome to The Practice of Leadership!
-
What I support...
