Posted on October 26, 2010 by Ronald T. Brown, Ph.D.
"In business and personal life, to create true integrity and lasting effectiveness you need to develop the courage to move towards the sound of the gunfire." - Dr. Martin Groder
Some thoughts on how effective leaders exhibit Courage:
1) Courageous Leaders are continually on the lookout for great ideas, not consensus. This takes courage because it is easy to get a unanimous vote to do nothing. The true test of leadership is to get the full support of your team, even when you don’t have their unanimous vote.
2) Courageous Leaders are trailblazers. They are experimenters. They stick their necks out, and therefore inevitably make a fair amount of mistakes. Yet Great leaders have the courage to take action when others hesitate.
3) Courageous Leaders patiently accept criticism. Criticism is often the price to pay for being successful. If you do not have critics, you are probably not having much success.
4) Effective Leaders have the courage to surround themselves with other leaders. Many "leaders" are content to surround themselves with followers. Truly effective leaders choose to surround themselves with other leaders - which not only lightens their burden, but enlarges their capacity and vision.
5) Courageous Leaders get over their fears. Few people step-up to leadership without being a little fearful. This is normal, for we are by nature afraid of looking silly, of people not responding to our leadership, or of casting an incomplete vision for our organization. Some individuals are never able to get over this fear, and thus prefer the safer role of a “manager.”
6) Courageous Leaders embrace risk. A person who refuses to risk change, fails to grow. The leader who prefers their comfort zone soon becomes a follower.
7) Courageous Leaders have the courage to stand up for their ideas and their ideals. Standing up for what you believe in will many times put you in conflict with others. Courageous Leaders have the personal courage to to go where others fear to tread, to face adversity, to protect subordinates from unfairness, and to stand up for values and principles when necessary.
** I personally believe the most critical component of personal (and organizational) success is Courage - in combination with a honorable and firmly held belief/vision. Without courage, success is not possible, leadership will not exist, and personal satisfaction will be hindered.
Posted on October 22, 2010 by Ronald T. Brown, Ph.D.
“Everything can be take from a man but one thing: the last of human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way.” (Viktor Frankl)
This fundamental truth cannot be dismissed. Though it may be a hard pill to swallow, unless we accept (at the deepest level) that we are 100% responsible for our lives, our potential will forever be held captive. And a person will only experience the fruit of Frankl’s truth if they have taken the time to develop the disciplines of “Self-leadership.”
“Self-leadership” can be defined as the capacity and commitment to take full responsibility for one’s life by exhibiting the discipline and behaviors needed to realize their potential. It is the antithesis of shifting responsibility for one’s happiness, satisfaction, or success to someone or something else.
** Therefore… How can a person increase their practice of Self-leadership?
1) As mentioned, the first step is to fully accept that you are 100% responsible for your life. While not denying the impact of the present or past on you – accept that you had a definite role in adopting whatever negative beliefs, attitudes, and self-concepts that may be imbedded in your life. Choose to accept that your future attitude, emotional health, and success are a consequence of your own choices and behaviors.
2) Monitor your self-talk. Watch what you are saying to yourself. Negative statements (verbalized or thought) will only lead you into a life of despair and fear – while constructive and healthy thoughts lead to hope, belief and truth.
3) When faced with a difficult situation, consciously ask yourself, “What would it mean to exercise self-leadership right now?” “How should I choose my response in this situation?” Asking these questions will create the space to be proactive rather than reactive.
4) Deepen your self-awareness. The more you know about your own needs, values, talents and strengths – as well as your stressors and blind spots – the more you can create circumstances that work for you – not against you.
5) Actively dream and visualize the future you want. While taking action is the ultimate expression of self-leadership, visualizing the future you desire is a powerful way to increase your motivation and courage. We all use visualization already – for our minds are constantly creating pictures… so why not use these mental images in a proactive way?
** Self-leadership is not easy in a world where most people are driven by the pursuit of pleasure. But the ability to lead yourself is the key to living a life of personal and professional success.
Posted on October 17, 2010 by Ronald T. Brown, Ph.D.
“If Everything Is Important, Then Nothing Is.”
Experienced leaders understand the power behind the above statement. They know if their focus is spread too thin – on too many projects or objectives – then they will not be able to effectively lead any issue. Effective leaders take time to first identify the key issues that will have the most impact on their strategic goals and long-term viability.
In doing so, leaders need to discern 2 types of matters. Issues that will provide a competitive advantage (like effective marketing, service models, financial models, innovation,...) and second, issues that will protect and enhance the internal health of their organization (like eliminating politics, retaining key employees, maintaining healthy communication channels,…)
Though such a balanced approach may be intuitive to most Executives – the reality is most leaders tend to focus on the first issue at the expense of the second. Most Executives are quickly drawn to topics that address their competitive advantage – and put off (or neglect) improvements which will enhance the overall health of their organization.
Research shows that the opposite should be the case. Studies have shown that if your organization is “healthy,” that health will more naturally lead to higher levels of innovation, service, and a growing financial bottom line. Unhealthy organizations are not able to sustain such improvements.
** Excellence is the result of good habits.
Therefore as a leader, make sure you are developing daily habits which:
1) Do not spread yourself too thin in your organization.
2) Balance your focus on both issues of “competitive advantage” and “organizational health.”
Posted on October 13, 2010 by Ronald T. Brown, Ph.D.
A CEO may think they have the power to set strategy, the authority to make things really happen, and have full access to every point in their organization.
But the following 7 realities tell the truth - what is actually the case:
1) A CEO can’t fully run a company. The sheer volume and intensity of external demands take many new CEO’s by surprise. Almost every CEO struggles to manage the time drain of attending to shareholders, analysts, board members, industry groups, politicians, and other stakeholders – Thus the wise use of a exemplary Leadership Team is required.
2) For a CEO, simply giving “orders” is very costly. Only in times of critical urgency is giving orders appropriate and valued by staff and employees. During regular business situations, order giving will suck the engagement and creative juices right out of the organization.
3) It is hard for a CEO to know what is really going on. While a CEO is flooded with information, reliable information is surprisingly scarce. This is because most information that reaches a CEO has been filtered in some way (sometimes with good intentions – and sometimes with not so good intentions.)
4) CEO’s are always sending a message. The words and actions of a CEO, however small or casual, are instantly spread, amplified, scrutinized, interpreted, and sometimes drastically misunderstood.
5) The CEO is not the boss. Although a CEO may sit at the top of the hierarchy, they still report to a Board of Directors – who are ultimately in control.
6) Pleasing the shareholders is NOT the goal for a wise CEO. CEO’s must realize that the creation of long-term value is supremely important. Quick maneuvers to increase stock prices are usually not wise.
7) A CEO is only human. A CEO’s needs to stay balanced, and connected, not only with the organization – but also with their family and community.
Some More General Lessons:
• A CEO must learn to manage organizational culture and context more than focusing on the daily operations.
• A CEO must recognize that their position does not confer the right to lead – nor does it guarantee the loyalty of those in the organization.
• A CEO must remember they are subject to stern limitations, and must resist feelings of being some type of organizational “god.”
Posted on October 07, 2010 by Ronald T. Brown, Ph.D.
Failing to Notice
The range of what we see and do
Is limited by what we fail to notice.
And because we fail to notice
That we fail to notice,
There is little we can do
To change
Until we notice
How failing to notice
Shapes our thoughts and deeds.
- R. D. Lang
Posted on October 02, 2010 by Ronald T. Brown, Ph.D.
In his book “On Leadership,” John Gardner described General Douglas MacArthur as a brilliant strategist, a farsighted administrator, and flamboyant to his fingertips.
General MacArthur developed a list of questions to personally guide him in his leadership duties. ** These principles are useful for any leader to help guide them in various situations:
• Do I belittle my subordinates, or strengthen and encourage them?
• Do I use moral courage in getting rid of subordinates who have proven themselves beyond doubt to be unfit?
• Have I done ALL in my power to encourage, incenticize, and spur the weak and erring?
• Do I know by NAME and CHARACTER a maximum number of subordinates for whom I am responsible? Do I know them intimately?
• Am I thoroughly familiar with the technique, necessities, objectives, and administration of my job?
• Have I lost my temper with an individual?
• Do I act in such a way as to make my subordinates WANT to follow me? Do I delegate tasks that should be mine?
• Are there tasks I am doing I should delegate?
• Do I develop my subordinates by intentionally placing on each one as much responsibility as they can stand?
• Am I interested in the personal welfare of each of my subordinates, as if he were a member of my family?
• Have I the calmness of voice and manner to inspire confidence, or am I inclined to irascibility and excitability?
• Am I a constant example to my subordinates in character, dress, deportment, and courtesy?
• Am I inclined to be nice to my superiors and mean to my subordinates?
• Is my door open to my subordinates?
• Do I think more of POSITION than RESPONSIBILITY?
• Have I corrected a subordinate in front of others?
Posted on September 28, 2010 by Ronald T. Brown, Ph.D.
In the process of promoting needed change in an organization, wise leaders make use of carefully crafted stories which engage their followers - not only at the rational level, but (more importantly) at the emotional level.
These wisely crafted stories weave together ideas, values, and preferred modes of behavior… they build cases for organizational change and clearly describe what a winning future looks like.
To accomplish this, successful leaders regularly use 3 types of stories:
1) “Who Am I?” stories
2) “Who are we?” stories
3) Stories which envision a preferred future
These stories are careful to cover 3 essential elements:
1) The case for change
2) Where we are going
3) How we will get there
Organizational change is more of an “art” than a “science.” And the art of story telling is one tool effective leaders need to learn, and then use regularly, to navigate the process of change.
Posted on September 19, 2010 by Ronald T. Brown, Ph.D.
The Challenger space shuttle explosion. The Bay of Pigs invasion. The Korean War debacle. These are examples of situations where the effectiveness and processes of a key decision-making team failed. And this type of failed decision-making continues to occur in large and small organizations around the world.
Businesses, non-profit organizations, and government all use various types of “teams” to make critical decisions. Thus, it is essential that Executives understand the dynamics of what contributes to both effective, and ineffective teams.
One common trait that contributes to ineffective decision-making is “Groupthink.” Groupthink occurs when group members start to think too much alike. Over time, as group members start to value their friendship, cohesiveness and comradity, members can become fearful of “rocking the boat” by expressing contrary opinions which may disrupt this dynamic. This quickly leads the group into making poorer and poorer decisions that reflect very little creativity.
Healthy decision-making teams consist of members who possess diverse skills, are committed to a common purpose, serve specific roles, and who hold each other accountable for contributing effective results. Decision-making teams are also most successful when members hold diverse perspectives, and are then mature enough to allow healthy conflict to occur within the team – enabling the team to forge the best solution.
The following are ways to prevent “groupthink” in a decision-making group:
1) Group Leaders should openly encourage (and role model) the free airing of ideas, objections and concerns.
2) Group Leaders, and Executives involved on the team, should refrain from initially expressing their personal opinions regarding an issue. Instead they should defer to other group members first.
3) Senior leadership can establish two or more independent groups who work on the same problem/issue.
4) Group members should be trained in basic brainstorming techniques.
5) Each group member should be allowed to discuss the group’s ideas with trusted subject matter experts who are outside of group.
6) The group should regularly invite various (not just one) outside experts into meetings.
7) At least one group member should be assigned the specific role of being the “Devil’s advocate.” This role should be re-assigned to a different person at each meeting.
Posted on September 14, 2010 by Ronald T. Brown, Ph.D.
The fundamental task of leadership is to bring about the right kind of change.
In his book Leading Change - John Kotter, writes, “Leadership defines what the future should look like. It then aligns people with that vision, and inspires them to make it happen, despite what obstacles they may face along the way.”
A primary task of leadership is to facilitate needed change - and an effective change process requires a compelling vision, effective communication of that vision, and then providing the necessary coaching and resources to accomplish the vision. In addition, the vision needs to be so clear and compelling that people naturally align themselves toward making it happen.
Today, more than ever, business and society requires leadership that brings about positive and productive change. Without this kind of leadership, organizations are doomed to remain stuck in the past. Trapped by their past success. Bogged down as they seek only to protect what they have already attained.
Effective leadership continues to look forward - and to help those involved to look through current achievements toward higher levels of success in the future. To continue to embrace the risk and work it takes to move upward - to move onward toward higher goals and accomplishments.
* What are the critical changes your leadership is aiming to bring about this year?
Posted on September 10, 2010 by Ronald T. Brown, Ph.D.
Sometimes the key to growth is to first let go. Robert Cooper, PhD provides a tool which a person can use to help decide what they first need to let go of – to enable them to reach for something better/more.
Contemplate the following statement:
To ________________ more, _______________ less.
For example
:
• To climb more, carry less.
• The hear more, talk less.
• To succeed more, assume less.
• To create more, resist less.
• To love more, compete less.
• To workout more, sleep in less.
• To laugh more, analyze less.
• To accomplish more, doubt less.
** What do you need to do less – in order to do more, or better?
