Ronald T. Brown, Ph.D. author of The Courageous Life, is an organizational consultant with a special interest in coaching courageous and effective leaders.
Posted on October 27, 2009 by Ronald T. Brown, Ph.D.
I recently read an article by Tony Morgan - “10 Stupid Leadership Mistakes I’ve Made.”
As a Leader, our mistakes can be a catalyst for learning. Take time to reflect on the following points and see if they are being reflected in your own style and behavior. The following are 10 mistakes listed in the article:
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Mistake #1
: Hiring too fast and firing too slow. “When a position is open that needs to be filled, and the right person isn’t available, it’s hard to wait. The temptation is to fill the role with the best available person, but sometimes that still is not the right person…. On the flip side, I’ve made the mistake of waiting too long to let someone go.”
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Mistake #2
: Trying to fix the problem rather than the process. “Regrettably, there have been too many times when I’ve found myself reacting to a problem, rather than addressing the process that caused the situation in the first place.”
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Mistake #3
: Putting a project before the people. “Other leaders may have the opposite challenge of allowing relationship to get in the way of accomplishing the vision and purpose of the organization. But, because I am not naturally a people-person, I tend to get too task-driven. Good leaders find that balance between getting the job done - and embracing the relational component of doing life together as a team.”
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Mistake #4
: Not delegating tasks or responsibility. “When pushed into a corner, I naturally revert back to my perfectionist tendencies - because I know the way it should be done. If I let myself, I can fall into the trap of thinking I’m the only one who can get it done… Yet, in reality, I am not that good - usually, someone else can do it better. Secondly, the failure to empower others with significant responsibilities limits their potential….”
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Mistake #5
: Assuming it’s always black and white. “…..maybe it’s because following a list of rules is easier than making a wise and discerning decision… Most of life, of course, is not black and white.”
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Mistake #6
: Not following my gut. “In an effort to make the best decision, I sometimes get stuck trying to acquire more and more information - rather than trusting my gut, and taking action.”
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Mistake #7
: Dwelling on the worst-case scenario. “Again, this is what happens when I let my focus wander from thoughts of “belief” to the circumstances around me.”
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Mistake #8
: Waiting until there’s a problem to provide needed feedback. “One of my biggest mistakes as a leader has been withholding encouragement when the team delivers, and only speaking up when expectations are not met.”
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Mistake #9
: Staying busy, doing less productive tasks. “I’ve fallen into this trap too many times. In my mind, I tell myself if I’m busy, I am adding value. The reality, of course, is that our busyness can get in the way of effectiveness. We can be busy doing the wrong things. And, if we don’t discipline our lives, we’ll find ourselves investing a lot of time - doing things that have little impact.”
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Mistake #10
: Spending too much time on the details rather than the dreams. “This is a natural corollary to the mistake of staying busy. When life gets busy, and I get distracted in all the details flowing my way, I lose site of the dreams that God has given to me. We need to create space to remember all that God has called us to be and do.”
Posted on October 23, 2009 by Ronald T. Brown, Ph.D.
The questions you ask as a leader… Reveal your true
Heart
and your true
Intent
.
The questions from a leader reveal something very important to their followers. The questions asked by a leader throughout the workday are a window into the
values
which truly drive that leader - they signal to an employee what their leader truly wants (regardless what the stated vision and values of the organization may be).
For example, if a stated “organizational value” is “Excellence in Customer Service” - but a leader tends to ask more questions regarding profit margins or budgetary expenditures, as compared to questions regarding quality of service - then that leader is signaling to those within the department that (despite the stated organizational value), they are really more concerned with profit, or a healthy bottom line, than the quality of service being delivered to customers.
So How Can A Leader Proactively Use Questions
?
Leaders need to first understand how powerful their questions are. They need to understand they can proactively shape the values (and activity) within their organization by the questions they regularly ask to those they lead. Therefore effective leaders are intentional about what questions they ask (and do not ask) while interacting with subordinates - for they know that even the simplest question has the power to either support the stated direction and values of their organization, or (if not careful) conflict with them. (As I watch many leaders, the latter is too often the case.)
** Do the questions you ask while interacting with your people support - or conflict - with the stated vision and values of your organization?
Posted on October 14, 2009 by Ronald T. Brown, Ph.D.
Mark Sanborn has an interesting blog that addresses various leadership issues. One of his posts caught my attention - it was “Lessons Leaders Need to Know.”
The Lessons are as follows:
* The first responsibility of leadership is to serve.
* Anyone can lead, but not everyone should lead. If you don’t have your heart in it, you will be mediocre at best.
* Leadership doesn’t make a difference; leadership makes
the
difference - both personally and organizationally.
* Anything the leader does that benefits only themselves was done out of selfish ambition; leadership done right benefits everyone involved.
* Consensus building is very hard work - yet is much more powerful than using control.
* Your impact will rarely be bigger than your vision - and your ability to communicate that vision.
* People draw big conclusions from small gestures and interactions.
* As John Maxwell says, “It shouldn’t be lonely at the top.” If it is, you’ve done something wrong getting to the top.
* I learned from the autobiography of John Ashcroft that, as a leader, more people will befriend you than be your friend. Understanding the difference is critical.
* The best way to gain cooperation is to ask, “How can I help you?”
* Effective leaders are willing to make time for what is most important.
Posted on October 07, 2009 by Ronald T. Brown, Ph.D.
Dee Hock is the founder and former CEO of the VISA and author of, “One from Many: VISA and the Rise of Chaordic Organization.” In Fast Company magazine Dee Hock reduced leadership to its most basic relational (common sense) element.
As a leader, it is easy to overlook this simple concept - become so unaware that we don’t know how our own behavior in impacting those we lead.
The simple leadership truth for today is:
“PhD in Leadership, Short Course: Make a careful list of all things done to you that you abhorred. Don’t do them to others, ever. Make another list of things done for you that you loved. Do them for others, always.” (Dee Hock)
Posted on September 25, 2009 by Ronald T. Brown, Ph.D.
The following are 7 keys a leader needs to keep in mind when leading a team:
(** From Perry Noble. Perry is the Senior Pastor of NewSpring Church in South Carolina. At just nine years old, the church averages over 10,000 in their weekend services.)
#1 –
A leader can never effectively motivate using guilt
Don’t believe that if you can get someone to feel bad enough - they will do a better job. No one has ever brought about sustained change because guilt propelled them to do so. If a leader does try to motivate using guilt … they will find themselves alone - for no one likes going on a guilt trip.
#2 –
People do not respond to need – they respond to vision
When a leader talks about a need, some people may respond. BUT, when a leader casts a compelling vision about what SHOULD BE – and COULD BE – real change happens. Many times a team will drift off course – not because they are lazy or incompetent, but because they have taken their focus off the vision.
#3 –
A person cannot be held accountable for unspoken expectations
At times, leaders have a tendency to assume people can read their minds. And when this “mind reading” does not occur, they get frustrated. But a leader can not expect - what has not been clearly explained. Our job as leaders is to give clear, realistic expectations - and then resource our people so they can go out and make it happen.
#4 –
Keep short accounts
The Bible teaches we are not let the sun go down while we are angry. In other words, we should act with URGENCY when it comes to resolving conflict within a team. Unresolved conflict is like a cancer that slowly eats away at the body. It must be dealt with, or its destruction will bring about death. Many leaders run from conflict because it is uncomfortable - but either a leader will embrace a little discomfort now, or face A LOT of discomfort in the future.
#5 –
Don’t be afraid to set high standards
“One of the problems I’ve discovered when it comes to leadership in the Church is that some people are perfectly fine with setting the bar of excellence really low.” If a leader does not set high standards their followers will not feel challenged … allowing apathy and discontent to set in.
#6 –
Each team member is a human being
A leader MUST care about the people they lead (and not just the tasks they perform.) If a team member starts to feel used, and not appreciated, they will soon look to join another team.
#7 –
Ask questions
One mistake a leader can make is assuming they need to know the answer to every question that comes their way. In most cases, the wisest thing a leader can do it ask the question, “So, what do you think we should do?” Often times the person already has a good solution thought out … which will save the leader (and everyone else on the team) all kinds of time and energy. The reason for assembling a team is so that leader can harness the collective wisdom (and skills) of those on that team.
In addition, reasons a leader may not seek input from others is because they are insecure (doing so will show weakness), prideful (think they are wiser than others) or fearful (believe they will not like the answer they hear.)
Posted on September 06, 2009 by Ronald T. Brown, Ph.D.
“Feedback is the breakfast of Champions.”
There are 4 powerful topics of conversation - and 1 mutual agreement - that can be used by any leader to greatly improve the performance of those they lead:
1) What do I do that helps you in your job? 2) What do I do that hinders you in your job? 3) What you do that helps me in my job. 4) What you do that hinders me in my job. _______________________________________ 5) Therefore, we will mutually agree to…
Challenge
: In the next week, sit down with those under your leadership care and openly discuss these issues. Don’t be defensive, but be quick to embrace the feedback you receive - and be bold (in love) to tell the truth yourself.
Posted on August 29, 2009 by Ronald T. Brown, Ph.D.
“‘The world we have created is a product of our way of thinking,’ said Einstein. Nothing will change in the future without fundamentally changing the way we think. This is the real work of leadership.” – Peter Senge
When was the last time you took quality time away to think and reflect? It is very easy to get lost in the noise of our day, work and life. That is why taking regular time to stop and reflect is a critical discipline of leadership. Without these regular times of reflection, it is difficult to keep our life and work in the right balance and perspective - for without the discipline of reflection we too often forget who we are, why we are here, and what we are to focus on and stand for.
Without reflection we forget what matters! Without reflection we fail to learn from our experiences and are prone to repeat mistakes. Without reflection we can easily fall victim to the overwhelming demands of life happening all around us.
Reflection is a relatively easy exercise. A leader needs to schedule regular time each week where they find some quite place, disengage, and consider whatever difficult situations or decisions they are facing - where they take ample time to process key questions, like the following….
What of significance happened this past week?
What results is your life currently producing?
What is working for you? What is not working for you?
What could be done differently?
What unhealthy assumptions are you currently making?
Are your key relationships more healthy or less healthy than last week?
How well are you focused, and making progress, toward your goals?
How are you limiting yourself?
What 3 things can you do to improve your leadership, life, and relationships this week?
**Schedule regular time each week to reflect on your leadership, life, purpose, and goals.
Posted on August 25, 2009 by Ronald T. Brown, Ph.D.
“There will come a time when you believe everything is finished. That will be the beginning.” - Louis L’Amour (1908-1988)
Endings and beginnings are a natural progression. Leaders understand this… or should. Louis L’Amour writes that when his “sons got their black belts in karate, it was the culmination of many years of learning. It was through much persistence and hard work that those belts were earned. And yet, as much as the black belt represented an ending, an accomplishment, an achievement - it also represented a beginning. Black belt means “master of the basics” - it means that the real work has just begun. There is always more to learn.”
One of the postures of leadership is of being a persistent dreamer - of being a courageous creator of something better or all together new. (And ourselves being created in the image of God – it seems quite reasonable that we would have the urge to create as well…)
Max Depree writes “Leadership is an art” – not necessarily a science. And thus as an “art,” impactful leadership begins with inspiration. An inspiration that calls him or her to create – or in most cases – to recreate. To understand the inherent need to periodically recreate an organization’s vision, processes, people… or even to recreate him/herself as a leader.
So in this regard, leaders need to take regular time away to dream - to envision and understand when and where change (or a “new beginning”) is needed – whether in themselves, or in their business, department, or church. It will be these new beginnings that will keep us (and our organizations) forever sharp, growing, and young.
