Check out this week’s post via LinkedIn. Taking the time for a little writing version this week!
Leadership culture is a through-and-through presence-of-mind of EVERYONE. There are five very real things that make it a self-sustaining existence. Leaders nurture it, but great leadership culture lives outside of them. Even when leaders change, nobody is left hanging, because it’s a self-filling way of being.
Leaders best lead teams with a clear definition of success: self-success, organizational success, team- and team members’ succeses. Those concepts of success translate to a language that organizations, teams, and individuals speak and are attuned to hear.
Let’s see if your leaders are able to identify the languages in the 4 areas of alignment that these successes pertain to.
April 30th Update: Instead of taking up the page, see the original article as reposted on LinkedIn.
Not being naïve to everyone’s attentional needs, I’m suspending posting for March. There’s plenty out there that serves what you need right this moment. If I can be of assistance, please don’t hesitate to reach out.
What we often perceive we want professionally may not actually be the case. Leaders and mentors have a powerful ability to create environments that help test that perception up front. Those opportunities illuminate or affirm the kind of path we actually want. Great leaders don’t stop there, making the back side of decisions opportunity for responsiveness. In other words, instead of dragging oneself down, clinging to past identities, or even just growing in the place they are, great leaders light us up to see leaps far outside our vision and even world!
Planning is an effort. It isn’t executing.
Effort can be confused with execution.
Action can even be confused with execution.
|What does Plan look like?||What does Execute look like?|
|Gathering information, even to lead to a decision||Perform with the information Directly identifiable outcome|
|Deciding/Weighing||Activate the decision (shorter term)|
|Often no firm time in place||SMART- M & T specific|
|Organizing steps and process||Decision and post-decision effort|
|Lots of How questions, what-ifs, and feeler or open-ended questions||More closed-ended questions, finite responses, “How is it going” is the main “How”|
One example of defining the difference between a type of Effort (Planning in this case) and Execution.
The last part to creating that balance between listening, speaking, and restraint exposes four behavioral components that finish out the framework to help mentees have the strength to climb their own mountains.
Mentor’s Speaking: When to Listen, When to Speak, How to Restrain Oneself. Part 2 to creating that balance between listening, speaking, and restraint.
When it does come time to speak, there are 3 Rules of Engagement for the mentor, and 3 Levels of Engagement which the mentor can measure their response.
ROE: Boundaries, Facilitation, Time
LOE: Reflection, Word Limits, Determine A’s & B’s
When to Listen, When to Speak, How to Restrain Oneself.
Creating a balance in there is what lets the mentor match the mentee.
To keep things better spoken, I broke this into three different casts—listen, speak, restraint. This week we focus specifically on listening to improve the process you have worked so hard to develop.
Growth (individual, team, mission, & leader) anchors itself in 3 things: Depth, Diversity, Development.
- Depth—Allows leader to function in other capacities and keep their eyes open for others situations and opportunities,
- Diversity—the world may see things from another angle
- Development—leadership continues to be passed forward
The best teams are made with leaders who take the time to let others make decisions. That’s freedom, trust, and strength.
Change itself isn’t the hard part. It’s how leaders allows the outcome to, well, come.
Leadership during change is less about their own doing. The leader’s role has to do with facilitating others, acknowledging their capacitable (new word!) presence, and allowing them to be alive.
In both individual and team sports performance– just like any other area of performance– athletes bring a particular skillset or specialty to the table. The thing many people don’t realize is that it’s not about “high” performance everyday. As a matter of fact, those moments are very controlled in order to gain the most when it matters. Those matters create true performance flow. As a leader you have the same responsibility of creation for the members of your team.
Actual team outcomes are most powerful when there is alignment. Alignment doesn’t mean shoving people into what needs to be done. It’s about the people, the outcomes, the organization finding synonymy. Natural leaders manage and mentor this well—where they actually are, what is most natural for them, and how to find common ground with the mission.
There’s the what’s best for them, and there’s the “best action” for the leader developer. Two very distinct parts to make growing others’ leadership effective. Yet both fall with the developer—how to let them make that bank of experience up front, and how to follow-up.