Courage
Filed under: Core Values, Leadership Callling, Personal Development
One of the most important character qualities of effective leaders is courage. It is the ability to act in the midst of adversity and seemingly difficult circumstances.
Courage flows out of our core values as individuals because they give us clarity when we are in the midst of conflict and confusing situations. When you believe you are doing the right thing for the right reason then you can make good decisions.
It takes courage to pay the price to change the culture of any organization because you know there will be resistance. However, when you know it is the best interest of the people involved you can act with conviction because you know they will be benefited when the transition is complete.
It takes courage to admit you were wrong and did not make the right decision. When you keep it real people will not lose respect for you their trust level will increase in you as leader.
It takes courage to terminate an underperforming employee that is liked by everyone and who does not want to go. You must believe that it will benefit your team and that it is ultimately for their good to get them to a place where they can be successful.
It takes courage to walk away from all the good things that you could be doing to concentrate only on the best things. Leaders with courage can say no with emphasis although all the rest of the world is saying yes.
Can’t We All Get Along
Leaders have always been evaluated based on the two extremes of the tasks that must be done compared to the relationship skills involved in motivating the people who will actually do the work. The theory was some leaders are born project managers and others are great in customer service.
In the old industrial age model of the last century based these either high task or high touch leaders were placed in jobs that maximized their strengths and overlooked their weaknesses. So if someone could always hit their numbers but had higher rate of turnover they were viewed as someone who was not too good with people but they could always get the job done.
Today in the more highly participative style of leadership that is required to be successful in the 21st century it is an absolute necessity that all leaders prioritize their people skills so they can positively interact with wide range of constituencies.
Marshall Goldsmith is one of the top Executive Coaches in the market. His latest book What Got You Here Won’t Get You There is a great read for all leaders who want to reach their maximum potential. He identifies twenty habits that can completely destroy your influence as a leader.
The amazing thing that he confirms for all of us is that the most critical problems related to executive leadership have very little to do with core industry specific competency or even the expected qualities of productive leadership.
The overwhelming majority of smart, disciplined, experienced and passionate leaders are failing in the one major area of basic people skills. They do not relate well to their superiors, peers, subordinates and sometimes even customers.
They do not listen, make negative comments about people when they are not in the room, and always tend to punish the messenger when bad news is delivered just to list a few. Almost always these potential fatal flaws are obvious to everyone but the leader who does not even see them as an issue.
An absolute priority for any effective leader today is to establish a culture within their organization where the truth can be told and they will get the relational feedback they need or these extremely negative blind spots will never be revealed and the organization or team will fail.
Getting Things Done
There is nothing worse than being involved in either personal or professional planning meetings and really think you have come up with some great ideas that really need to be done only to realize later nothing lasting changed.
The critical missing link between the planning and development process to actual execution is taking the time and energy to discipline yourself to set realistic but attainable goals. This process does take time but quite frankly if something is not important enough to invest in developing specific action steps that will help you accomplish your goals then it probably was not worth thinking about in the first place.
When I evaluate personally and professionally where the breakdown occurs it usually centers around these principles involved in effective goal setting.
These are the five critical things I have learned over the years:
1. Write It Down—if it is not important enough to write down in your personal planner, computer task manager or enter into your cell phone to do list then it will almost always never get done.
2. Check Your Resources—do you realistically have the time, energy, knowledge, skills and commitment to make this happen? It may be the right thing to do but this is the wrong time to do it.
3. Make It Clear—you must be very specific about what you want to accomplish and how you are going to do it. It cannot be I just want to lose weight; it needs to be twenty pounds over next six months by exercising an hour day five days a week from 6:00 a.m. to 7:00 a.m.
4. Develop Your Plan—strategy is the realistic intersection of resources and commitment. There is a big difference in walking one hour five days a week and training for a marathon. The strategy must fit the goal so you will not come up short or burn out on the other extreme.
5. Evaluate Your Progress—this is where the rubber hits the road and you must start by building in short term wins to maintain momentum. When you fail or make some mistake know that it is a necessary cost to pay to reach anything in life that is worthwhile.
When we get to the end of our lives it really will not matter how many things we talked about doing but how many things we actually did.