What is the underlying pulse behind your leadership? What about how others perceive it? A bit different than traits, roles and styles, Leadership Views paint a picture of who we naturally are as leaders. Understanding them not only maximizes our ability to perform for our people, but more importantly to facilitate others in their leadership roles.
Succession of Vision is likely the centerpiece to Creating Leadership Culture. As the 4th tenet, its ingredients are: Motivation, Open Communication, and Empowering People Where They Are. Today we expand the understanding of Succession of Vision and creating it through its 3 elements.
Several weeks ago we identified 7 Types of Success: Financial, Professional, Familial, Social, Physical, Self, and Academic. After so much conversation generated over it, this is a great time respond to some of the questions and get into just how we define each of those areas.
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.