The Danger of a Single Story

It seems to me that many of our biases stem from a single story -  or maybe the opposite is true. When we limit ourselves and our understanding to one narrative, we limit the depths to which we can be fully known and can fully know someone else. All of us live a life of multiple stories, layers of complex experiences and opportunities that define who we are, what we think and how we live our lives. To limit the telling of these stories is to remove a part of ourselves – to underestimate the person to whom we are relating.

When we allow ourselves to be defined by a single story, we hold ourselves back. But single stories are also a way to limit the opportunity of others and to hold them back from being all they can be – whether intentional or not. By limiting others to a single narrative, a single, simple understanding of who they are and of the richness of their life experiences, is to effectively reduce them to something less, something inferior, to turn them into something they are not and to allow our power to tower over them.

Novelist Chimamanda Adichie describes the Danger of a Single Story in a talk that is both inspiring and challenging. The challenge for all of us to take a moment and look beyond the surface and to consider why we limit our understanding of others – why we see only a single story. By asking ourselves “why,” we can begin to recognize the implicit (and maybe explicit) biases that drive these narratives. Bias is ubiquitous and not inherently bad, it only becomes so when we allow it to drive our thinking in a manner that is detrimental to others and ourselves. Consider being a little more empathetic, a little more observant and a lot more reflective on how you perceive the person in front of you… if you are limiting them to a single story, ask yourself why.

The Interesting Thing About Strengths

Strengths are an interesting thing… for many of us, they are the traits, characteristics and skills that we are sure we do well. Strengths are what we boast about, where we have pride and feel accomplishment. In reality, we occasionally fool ourselves into a false sense of our strengths. The strengths we see in ourselves in some situations suddenly become a weakness in other circumstances – or at best a hindrance. Those things about ourselves that we can always rely on become vulnerabilities and challenges; when we are forced to rely on others, our strengths sometimes get in the way.

Strengths, at best, are only good in a moment – that precise instance when everything perfectly aligns, and we get to be the hero allowing our strengths to shine through. However, at most times in our lives and leadership journey, we need to rely less on our strengths and instead rely on the strengths of others. Success depends more on our relationships than on our internal need to show our strength. There is a Nguni word that speaks to oneness among others and our common humanity: Ubuntu. Literally translated, it means “I am, because you are.” Leadership is recognizing that strength is in our common humanity and in how we exist through others.

George Bernard Shaw stated it this way, “Life isn’t about finding yourself. Life is about creating yourself.” Our leadership journey should be about seeking balance with each other and with the world. We discover our strengths through our relationships with others. I recently had a wilderness leadership experience that made me think about my strengths and my need to rely on others. At the top of a ropes course exercise, I was tested. Not from a fear of heights or from a fear of falling, but from something far deeper. Maybe it was trust, maybe it was courage or maybe some implicit bias, but something caused me to freeze. But in an instant, my partner took control, looked me in the eyes and calmed my fears. Telling me to hold her tight, we completed the exercise through her calming voice and strong determination.

At that precise moment, my partner’s strengths shined, and she was the hero. Our challenge is to always be looking for the hero’s in our life.

Finding the WOW Factor in your Leadership

One of my guilty pleasures is America’s Got Talent, a reality television show. In this show, one former judge regularly talked about looking for the WOW factor in the acts that are performing – he was looking to be completely blown away. The WOW factor is simply a distinct appeal that an individual or an object has on others. For the leader, this translates into an impressive display of leadership acumen and skill. But how do you find the WOW factor in your leadership? It’s easy… simply consider three things to make you appeal to others: practice makes perfect, knowledge is power, and just do it.

Practice Makes Perfect

I love sports and particularly college football. The excitement of Saturday afternoon in the fall is something I look forward to. But, according to the NFL, only 3.4% of all college football players make it to the pro ranks. To be sure, one reason why these elite few reach the pinnacle of their sport is through practice. According to Martha Graham, “Practice means to perform, over and over again in the face of all obstacles, some act of vision, of faith, of desire. Practice is a means of inviting the perfection desired.” While this sounds like the life of a professional athlete, it is also the life of an everyday leader. Perfection is hard to accomplish but worthy of our effort. As leaders, we influence others to accomplish things greater than any of us could achieve individually… we strive toward a common vision. Practicing leadership may not make us perfect leaders, but it will make us perfectly prepared for leading.

Knowledge is Power

Knowledge is historically gained through intentional study or by experience. We have often attributed knowledge to those who have been around the longest or to those we consider the smartest. But knowledge is no longer the domain of a privileged few. We recognize that everyone around us brings knowledge and that all of this knowledge is valuable in making decisions. But Indian philosopher Krishnamurti thought of knowledge this way, “To know is to be ignorant. Not to know is the beginning of wisdom.” As leaders, we too often confuse knowledge with wisdom. While it is important to consider the thoughts and ideas of our team – their knowledge – it is more important to be aware of what we don’t know. Leadership is about balancing emotions with reason to make good decisions. When we focus only on the information in front of us, we may not be acting as wisely as we can.

Just Do It

Nike made this phrase a standard part of our vocabulary and I venture to say that as a leader, you have uttered this phrase at least once when trying to get others to follow along. However, we too often get caught up in the act of getting others to “just do it” and often forget to follow our own advice. Philip J. Eby suggests we put too much thought trying to find the “why” in what are doing. We should instead stop trying and start doing. In other words, don’t over-think the problem, allow motivation to occur naturally and see what happens. Leadership expert John Maxwell puts it this way, “The whole idea of motivation is a trap. Forget motivation. Just do it. Exercise, lose weight, test your blood sugar, or whatever. Do it without motivation. And then, guess what? After you start doing the thing, that's when the motivation comes and makes it easy for you to keep on doing it.” When you are self-motivated, you become the leader that others want to follow.

Even though the relationship between leadership appeal and performance has been challenged, I contend when we have a distinct influence on others we are more effective as leaders. When we are more practiced as leaders, wiser leaders and more motivated leaders, we have more influence. Imagine there was a reality television show for leaders and the judges were looking for the WOW factor in your leadership… how would you rate?

Is your Leadership a Well-Kept Secret?

Shhh… yes, you. The one in the corner (office). If you are the leader, you are doing a great job of hiding it. While we sometimes accuse others of failing to exhibit the qualities and traits we expect of leaders, often we are the ones hiding our leadership. Sometimes, our leadership is a well-kept secret.

When I am not feeling particularly leader-worthy, I find myself avoiding others and evading my responsibilities. Then it hits me… I am not acting like the leader I want to be. Maybe it’s time to face the reality that you are not always the leader that you think you are. Sometimes you retreat into hiding and your leadership is nowhere to be seen. Maybe this is temporary… or maybe not!

As I speak to and work with leaders, I have discovered three common issues that tend to mask leadership. Your leadership may be a well-kept secret if you are selfish, closed-minded or disengaged. The following three questions serve to test the transparency of our leadership. I wonder which of these issues most affects your leadership?

Are you a selfish leader? Leadership is influence and we achieve this through relationships. When we put our needs before those of the team we abandon the relationship. Our focus is inward and we are no longer generous with our time and talents, we become desensitized to others and their needs. Martin Luther King, Jr. expressed it this way, “Every man must decide whether he will walk in the light of creative altruism or in the darkness of destructive selfishness.” When we are selfish, our actions no longer align with the expectations of our role and our leadership becomes destructive.

Are you a closed-minded leader? Leadership is inclusive and we achieve this by listening to and respecting the ideas others bring to the table. When we find ourselves becoming intolerant and unreceptive to new ideas we put the team at risk. We lose our humility, begin to make poor decisions and ultimately our confidence can be impacted. We become less approachable and others begin to write us off. Businessman Bo Bennett suggested “The only place opportunity cannot be found is in a closed-minded person.” When we stop considering new ideas and listening to others, we close the door on new opportunities and growth.

Are you a disengaged leader? Leadership is connection and we achieve this by engaging with others. When we find ourselves reacting to problems and being unprepared to lead we may sever the bond between leader and team. Our communication suffers, we lose vision and clarity and we start blaming others for the problems. We begin to appear insincere and less authentic. Steve Jobs said it best, “The only way to do great work is to love what you do.” If we are disengaged from our team, none of us are doing great work.

It has been said that the hallmark of a great leader is the questions she asks. I have proposed three questions that we need to ask ourselves to ensure our leadership is fully available to those we serve. When we lead from a place of selfishness, closed-mindedness and disengagement, we hide the best part of who we are and lose the ability to lead effectively. When we are selfless, we lead with influence, we are inclusive and we engage others. What did you discover when you asked yourself these three questions?

Forget Time Management... Focus on Time Leadership

Being busy is a problem. Not necessarily because we can’t seem to get everything done but more because we use it as an excuse. Bob Talbert states it this way, “Have you noticed that even the busiest people are never too busy to take time to tell you how busy they are?” In fact, I think we wear busy as a badge of honor to show others just how important we are.

But this is a dilemma that we have long struggled with in management and leadership circles. How do we best organize our time to reduce our busy schedules into manageable chunks? This is the wrong question to ask. It reinforces the old notion that time controls us… when in fact, we control time. Instead of thinking that you only have 24 hours in a day, realize this is more than enough time to do everything you need to do.

Most of us have developed a successful way of managing our calendars and the associated tasks that accompany it. We plan the details of our day following age-old principles of time management. But as actor Bruce Lee states, “I am learning to understand… I cannot blindly follow the crowd and accept their approach.” Similarly, I suggest we are in an era of leadership versus management; an era that requires us to separate from the crowd and change our approach. It is time to stop thinking about time management and instead focus on three aspects of time leadership: energy, attitude, and reason.

Energy

In leadership, we often think of energy as sustained strength and vitality. It is the ability to get things done even when our to-do list is overflowing. But it is more than simply physical power; it is the mental power necessary for self-motivation. Oprah Winfrey suggests, “Passion is energy. Feel the power that comes from focusing on what excites you.” Management implies control and time management is our effort to exercise power over time. This is the wrong approach. Instead, release your management tendencies, give up control and find the leader within. Discover your passion and let this drive how you accomplish your daily tasks.

Attitude

Our attitude often defines our approach. It is an established way of thinking about us and our roles. But as Lou Holtz once said, “Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it.” In management, we assume that ability is in the details and our motivation is in accomplishing the task. In time management, this translates into planning and the assessment of how well we do this. But when we focus on time leadership, we exchange details for direction. We look beyond the moment and the task at hand to see the big picture of our vision and we concentrate our efforts on the future.

Reason

We are constantly justifying our actions, especially when things don’t go our way. After all, it is human nature to try and explain our way out of trouble. However, C. S. Lewis states, “An explanation of cause is not a justification by reason.” If we let the events of our lives dictate our daily agenda, we succumb to the management instinct of reaction. It is in our character to focus on the moment. However, leadership is about grace under stress. It is the ability to proactively consider issues and alternatives and plan ahead to avoid managing problems. It is not about avoiding issues, it’s about planning for them.

Time management is coping with the complexities of our lives and falling into the trap that we must get everything done in some arbitrary timeframe. Time leadership, by contrast, is resisting the temptation to follow the crowd and instead seek a new understanding of time – one that affords us ample opportunity to get things done. It is a change in our basic philosophy from one of being too busy to one of seeking opportunity. If you practice time leadership by finding your passion, setting your own direction, and being proactive, you will find that 24 hours is more than enough time to do all you want to do.

What can you get done if you put your mind to it?

Purpose-Driven Leadership

I have been meeting with a friend over the last several weeks to discuss leadership. What started as an opportunity to catch up has evolved to a deep dive into leadership. We have been exploring the role of servant leadership in a corporate environment and this has me thinking about purpose… why do we do what we do?

Leadership is influence. As leaders, if we are not willing to assume an influential role, then we have no business being in the leadership position to begin with. Influence simply suggests that we have some effect on others. This change can either be positive or not; it can be accomplished intentionally or by chance. If our leadership is going to have a bearing on those around us, don’t we have the responsibility to ensure that the affect we create is constructive?

This is the heart of servant leadership. Too often we think of this as always stepping up and doing… but it’s more about being than doing. It starts first with knowing ourselves and evolves to a point where our purpose, the reason we do what we do, is always for the betterment of those around us. Let’s explore this in my three principles of servant leadership.

Understanding Others

Before we can begin to understand others, we first must slow down and listen. Listen to what others are saying, listen to what other are asking, and most importantly, listen to the needs of those we serve. Effective leadership is developing a keen sense of awareness of the needs of others and then acting on those needs to advance both the individual and the organization. In deference to Albert Einstein, “Any fool can know others; the point is to understand others.” With this understanding evolves a level of empathy that allows leaders to share in the experiences and emotions of others.

Nurturing Others

Once understanding begins to take shape and our conceptualization of others becomes more defined, our role as leaders shifts to one of encouragement and support. Tom Peters said it best, “Management is about arranging and telling. Leadership is about nurturing and enhancing.” It is not enough simply to tell others they are valued and doing a good job, leaders must demonstrate this through engagement. Our presence indicates commitment and value, both of the task at hand and of the individual performing the task. Our involvement cultivates a deeper relationship that provides a foundation for leadership development... both in others as well as in us.

Growing Others

As a leader, I have always found it satisfying when someone I have mentored or supported receives an opportunity to advance in their career. The leadership role is one of stewardship – the careful responsibility of resources - whereby the greatest resource is that of the human kind. Like the parable of the talents in the New Testament, we are to grow the talents of those entrusted to our leadership. Warren Bennis states it this way, “Growing other leaders from the ranks isn’t just the duty of the leader, it’s an obligation.” Our obligation to others is to give them our best and to, in turn, expect the best from them. We do this not by burying the talents we collectively have, but by intentionally developing these talents together in a partnership of possibility and potential.

While some may argue that servant leadership can be considered a redundant term, the label serves as a reminder to us of the importance of these concepts in the leadership relationships we enjoy. These principles are progressive and build on one another as we evolve our servant leadership roles. It is the ultimate purpose of leadership to serve others. But, Friedrich Nietzsche warns, “To forget one’s purpose is the commonest form of stupidity.” What is your purpose? Why do you do what you do?

Leadership Tendencies

I have written several blogs over the last few months exploring fresh new ideas in leadership. My intention has not been to abandon what we know to be effective as leaders, but to update our language and thinking about leadership. I continue this dialogue in this post with five new leadership tendencies that I find emerging in the conversation.

When I think of a tendency, I think of a preference for a particular way that one behaves. This is true in how we respond, almost by instinct, to the environment around us. It is also the core behaviors associated with leadership… those actions that are almost instinctual and driven more by style than by thought. What follows is a look into some of the leadership tendencies that appear to be most relevant.

Membership

We become a part of something by agreeing to the terms of membership. This is no different when we become leaders. By accepting our place in the academy of leadership, we accept certain responsibilities. First, we accept the idea that we are not in it alone. Collaboration with others is not only important but imperative. Second, we understand that we no longer have the luxury of thinking only for ourselves. Instead, we have a higher purpose, a greater role to those with whom we share membership. Finally, we feel compelled to ensure that we seek opportunities for worthwhile work, not only for ourselves but for others as well.

Loyalty

Loyalty in the vernacular of leadership is best described as devotion. Not only in the way we are attached to the organization through our work, but in the way we commit ourselves to others in the organization. Such commitment manifests in dependability and enthusiasm. As Samuel Goldwyn once stated, “I’ll take fifty percent efficiency to get one hundred percent loyalty.” As leaders, this loyalty serves a model for others to follow.

Mentor

As leaders, it is an obligation we have to serve in a mentoring capacity. Leadership is about development, both our own as well as our influence on others. We cannot be content in simply serving in a leadership capacity we must be willing to share our wisdom and know-how in support of the professional growth and development of an emerging leader. “Tell me and I forget, teach me and I may remember, involve me and I learn,” stated Benjamin Franklin. Mentoring is about engagement.

Service

There is nothing new about the idea of servant leadership… it is a well-explored topic. However, from my perspective it is not a typical behavior of leaders. In fact, we too often focus on ourselves, even when we don’t necessarily mean to do so. John Maxwell has stated that “True leadership must be for the benefit of the followers, not to enrich the leader.” Measures of our servant nature can be found in how well we cultivate trust and encourage others in their leadership journey.

Learning

Learning is a skill that never goes out of style. It implies goal-directed behavior whereby one expands existing knowledge, behaviors, or values to deepen understanding and awareness. How can one claim to be a leader if he or she is not actively seeking to grow and develop themselves in a learning environment? Albert Einstein stated it best, “Any fool can know. The point is to understand.” When we become a leader in whatever form that takes, it is not a ticket to sit back and relax. Just the opposite; it is the time for deeper understanding.

Our tendencies as leaders should drive us to seek ways to be more responsible, devoted, engaged, encouraging, and understanding. It is a matter of plugging in to ourselves and those around us. If we avoid these tendencies, we are being untrue to ourselves as leaders and unfair to those we lead. I would love to hear how you are letting your leadership tendencies thrive.

The Mark of Leadership

According to Wikipedia, branding can be the permanent marking of wood with heat, the marking of animals to imply ownership, or the application of specific marketing techniques to separate one product from another. In short, you can brand objects, animals, and other things, but can you brand your leadership?

Much has been written on the idea of leadership branding with a focus on the leader’s role within an organization. Leadership branding, like branding in general, includes concepts such as identity, distinctiveness and reputation. However, most of what I have read explores these characteristics in terms of the uniqueness of the team and not so much about the individuality of the leader.

Leadership is idiosyncratic and effective leadership exists outside the artificial confines of the typical organizational leadership paradigm. In other words, one size does not fit all despite the organizational pull to conform to the skills of the most dominate leaders or those in top positions. I think of leadership branding in terms of one’s personal leadership vision… how do I utilize my inimitable mix of personality, performance, and process to be the best leader I can be?

Personality

Our personality is how we present ourselves to the world. As leaders, our success is often measured on various personality traits, some of which have no bearing on our leadership ability. How well we perceive our leadership abilities is a personality trait that directly correlates with how well others perceive us as leaders. Our challenge is to be confident, not arrogant in our abilities while always seeking to improve ourselves as leaders. According to Peter Drucker, “Leadership is lifting our vision to higher sights, the raising of our performance to a higher standard, the building of a personality beyond its normal limitations.”

Performance

What would it take to make you a better leader? This is the primary question behind the concept of performance. Our performance as leaders can be summed up in the development of the organization, of others, and of our own knowledge. Great leadership is a magnet for excellent performance – both individual and organizational performance. However, leadership performance has to be measured on concepts individual to the leader and not on some commonly defined set of traits or measures. Consider the words of Mark Sanborn, “Our brand is a promise for the future based on our past performance.”  Leadership is personal therefore our performance is personal.

Process

Leadership is an accomplishment… not a position we hold in an organization. Successful leadership often requires some level of self-awareness, self-regulation, and self-sacrifice. We must be thoughtful in recognizing ourselves as individuals separate from the organizational environment so as to fully realize our leadership capacity. This requires self-control while maintaining the ability to adapt quickly in an ever-changing environment. Leadership is often a call to service whereby we surrender personal interest or gain for the betterment of those around us. Yvon Chouinard states it this way, “How you climb a mountain is more important than reaching the top.” This is the process we refer to as leadership.

Within our organizations, common sets of leadership skills are scalable. We can teach others to manage their time, communicate, and engage with their teams. It’s the excellence in the execution of these skills that doesn’t scale so well. The tactics used by one leader to achieve leadership results may not work for other leaders. When we try to force conformity, we sacrifice authenticity… and authenticity is the most precious commodity of leadership.

Like the marking of wood with heat, your leadership should leave an indelible mark on those around you. What is your leadership brand?

The Mentoring Effect

Have you ever had a mentor? Someone you could turn to when you had questions, when you needed advice, or just simply to bounce ideas off of? In short, someone you could rely on to tell you the truth. I have had the pleasure of both having great mentors as well as serving as a mentor for others. I highly recommend both.

As leaders, it is an obligation we have to serve in a mentoring capacity. Leadership is about development, both our own as well as our influence on others. We cannot be content in simply serving in a leadership capacity, we must be willing to put ourselves out there in service to others; we must be willing to take on the responsibility of leadership mentoring.

Below are seven tips for effective leadership mentoring:

Maintain regular contact: It is easy in the busy hustle of life to forget that we have someone relying on us. Mentors should assume they are the givers in this relationship. Consistent contact models dependability and builds trust.

Always be honest: To truly be effective and to be a part of your protégé’s leadership development, you must tell them the truth. Trust and respect are the foundations on which leadership development occurs.

Don’t expect to have all the answers: Despite your level of self-confidence, you are not the perfect leader. Sometimes, you won’t have the answer or know just what to do. That’s okay, sometimes just listening is all people need.

Be willing to share: You are in this relationship to share your knowledge, skills, expertise, and even personal contacts to help your protégé develop new leadership skills and grow as a leader. Don’t be selfish in sharing your successes.

Be clear about expectations: Most effective mentoring relationships start with a clear understanding of the expectations. This can include how often you will meet, the goals of the relationship, and other important details to ensure the relationship is effective and enjoyable for both parties.

Respect confidentiality: Good friends do… and good mentors do as well. Again, trust is the foundation of leadership and you will do more harm than good if you violate this confidence.

Have fun: Leadership is fun and our participating in the development of other leaders should be fun as well. While the professional nature of leadership mentoring is important, find ways to make it personal and fun as well.

A mentor is someone who has knowledge and experience that can be beneficial to the growth and development of others. The mentoring effect occurs when we share our wisdom and know-how in support of the professional growth and development of an emerging leader. In the words of Oliver Goldsmith, "People seldom improve when they have no other model but themselves to copy."

For whom are you modeling great leadership? I would love to hear about your mentoring relationships.

Leadership Shift

I’m not sure what made me think about an article I read more than 10 years ago… but here I was Googling to find the story about the attributes necessary to achieve a leadership turnaround.  The story about Continental Airlines appeared in the December 2001 issue of Fast Company magazine. While the original ideas are not my own, I am expanding the concept in terms of how we need to experience a shift in our leadership.

Shift is generally understood to mean change. So, when we think about the need for leadership shift… we are simply thinking about change. Or, are we? Maybe shift refers to the idea of replacement; substituting old ways of thinking about leadership with new ideas. Likewise, shift could be directional suggesting that the leader reconsider long-held beliefs and positions. Regardless of our definition, the concept eventually directs change in the leader.And change is a commodity that leaders often trade in.

Relying on the ideas in the original article as the foundation, our personal leadership shift can be accomplished through specific attributes. While none of the attributes are new to leadership, the idea that we change as a result of implementing these deserves special attention.  Below are the seven attributes, each presented with an opening quote from Bonnie Reitz, then senior vice president at Continental.

Listening. “Listening is the key to knowing if what we are doing is right.”Too often we hear others without really listening. We recognize a noise coming from the vicinity of the other person, but our mind is racing to what we are going to say. Effective leadership requires us to slow down our thinking and speed up our listening. Listening is comprehension of what the other person is telling us before formulating a reply. Only through the experience of others can we really understand our leadership.

Focus. “Focus on what will make the biggest impact.” Similar to listening is focus. Paying attention to others and their ideas is critical to leadership. We too often spend energy on issues that are irrelevant or ultimately inconsequential; the squeaky wheel. Instead, by focusing on the important we can shape the future, one vision at a time.  As John Maxwell so eloquently states, “A Leader is one who knows the way, goes the way, and shows the way.”

Action. “If it’s worth doing, do it.”How often do you see leaders paralyzed by analysis; always waiting for more data to make a decision? Sometimes the best data is simply what we know is right. Warren Bennis knew this when he suggested that “Managers do things right and leaders do the right thing.” When deciding on a course of action, our head is important, but our heart should not be ignored. Good leadership is knowing which one to rely on to get things done.

Measurement. “What gets measured gets done.” It’s hard to ignore the irony of this attribute after I write about leading from the heart. But leadership is often a balance between estimation and quantification. Leaders too often infer what others need without investing time in true assessment or understanding. However, if we spend the time accurately appraising the situation, our leadership takes on an increased urgency.

No Surprises. “If something’s not going well, speak up.” I have two guiding principles that have served me well over many years as a leader: own my mistakes and always be truthful. This manifests in certain behaviors, one of which is I try never to surprise my boss or my team. Through proactive communication and honesty, I share what’s going well and what is not. Rowan Williams states is this way, “Bad human communication leaves us less room to grow.” And leaders should always be seeking to grow.

Strength. “Have strength of character in good times and in bad.”A true test of our leadership is how we react when things are not going our way. Our resilience to persevere through challenge is what separates leaders from others. Sometimes our limitations are just strengths waiting to happen.But strength implies more than just a resolute nature; it suggests a level of self-discipline and poise that guides decision making. It is living a life of leadership without pretense.

Integrity. “Do the best you can do.”Up to this point, I have agreed with Ms. Reitz. But simply doing our best seems to leave room for more. It implies reaching a point where we can stop trying. Leaders are called to be better than that; to never stop seeking improvement in ourselves and others. While we often think of this in terms of our principles, I see integrity more as a state of our being.  As leaders we should strive for some perfect condition or unbreachable nature, like that of a ship’s hull.

While there can be as many attributes of leadership as there are leaders, I found these seven to be particularly interesting in terms of change. Like many leaders, I think change is inevitable and our success at it is dependent on our reaction to it. By being open to a shift in our leadership, we can evolve with the change instead of being consumed by it.

How is your leadership shifting?

Time for a New Approach to Leadership - Part II

Andy Warhol once said, “They always say time changes things, but you actually have to change them yourself.” This is especially true in leadership. We cannot afford to wait for times to change and instead have to be the change we want and expect. Leadership is personal and therefore any change we seek must first start with us.

In a recent post, I proposed five fresh ways to think about leadership development. This new dialogue is intended to explore how we think about leadership and the language we use to describe leadership. Again, my attempt is not to abandon what we know to be excellent leadership traits, instead I seek a continuing conversation, an exploration into what leadership can and should be in our current environment. What follows is the continuation of this dialogue.

Passion. Leadership often fosters in us an intense emotion or enthusiasm for the work we do. This is revealed in the passion we have for people, for living and for doing what is right.  Manifest in this passion is empathy and positive thinking; an ability to accomplish the task set before us. Nelson Mandela, someone who understands what is required of passionate leaders,

Stated, “There is no passion to be found playing small – in settling for a life that is less than the one you are capable of living.” There is no substitute for the passion we have for leadership.

Talent. People will follow leaders they believe have the talent to lead them. The talent you posses and the respect others have for it can be a powerful leadership tool. But as John Wooden warned, “Talent is God given. Be humble. Fame is man-given. Be grateful. Conceit is self-given. Be careful.” As we increase our knowledge base, we too can increase our talent. Experience, opportunity, and a little hard work can create a talented leader… but we must be careful to always remember the leadership is about others, not ourselves.

Heart. Leadership is about fostering relationships and developing others. Heart is what allows us to give great meaning to this work. Heart is leading through emotional intelligence and helps to define who we are as leaders. As Christina Baldwin states, “To work in the world lovingly means that we are defining what we will be for, rather than reacting to what we are against.” Our actions are dictated by the beliefs of our head and our heart. But heart is a necessary leadership skill that is central to everything we do as leaders.

Tempo. In music, tempo is measured in beats per minute. Too often leadership is a label bestowed on those who get things done quickly and efficiently. But a more contemporary concept is the idea of quality outcomes. Our beats per minute are now measured in the energetic quality of our work instead of the speed with which we get it done. Manolo Blahnik offers some unintended advice, “People walk differently in high heels. Your body sways to a different kind of tempo.” For leaders, this means being dynamic and agile while focusing on quality.

Legacy Thinking. Vision has always been an important leadership skill and one that most experts would agree is critical to leadership success. By nature, vision is always thinking about some future state. Legacy thinking moves us beyond vision to considering how our actions impact this future state. Henry R. Luce, founder of the Time-Life Magazine empire, once said that leadership “is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.” The legacy we will leave as a leader begins with our actions today.

Our new look at old leadership is now updated with five additional contemporary ideas. While leadership is certainly more complex than the simple labels applied here, the idea that these skills are observable, and therefore may be modeled by others, is important. There are many more to share over the next several months as this dialogue continues.

I would love to hear how you are thinking about leadership differently.

There is no Band Aid for Bad Leadership

As a child, I was always very active. I remember my family moved into a new neighborhood when I was about ten years of age. A few days in this new place, I saw some other kids riding their bikes and I wanted desperately to make friends so I jumped on my bike and took off down the street. In my haste I didn’t put on shoes and about the time I caught up with the others, I stubbed my toe.

This was no ordinary stubbing… I was on the verge of death. But what could I do? I couldn’t cry in front of others. So in the spirit of every brave boy, I acted like I meant to do it and rode back home. But I couldn’t keep the tears back as I stumbled into the house crying for my mother. And what did my mother do… she put a Band Aid on my toe and gave me a big hug.

Don’t you wish it was that easy to fix bad leadership?

But, what is bad leadership? Is it unethical or immoral? Is it incompetence or chaos? Or is it something else entirely? We may have a hard time defining bad leadership, but we certainly know it when we experience it. Some could argue that if you are not a competent leader then you are not a leader at all. But this seems too simple. Certainly there are leaders who do some things well but are not as capable as they could be. Maybe the line in the sand is ethics. Clearly someone who is unethical is not a leader… right? But, leadership, while generally considered a set of positive traits, certainly has a dark side. When considering examples of “bad” leaders, we invariably mention evil leaders like Hitler, Saddam Hussein, or that manager we once had who wouldn’t let us take a cigarette break. But, too often these leaders were in fact good at the act of leadership. After all, leadership is influence it just happens that not all influence is benevolent.

But my purpose here is not to debate good and bad leaders and leadership. Instead, my intent is to convey that effective leadership is not something that is easy to accomplish or achieve. And in those times when we do fail to be effective leaders, there is often no easy fix. Consequently it is better to avoid bad leadership in the first place. Below are a few thoughts on being an effective leader so you can avert the need for a Band Aid.

Adapt Quickly

Leadership is about flexibility and a willingness to change. If we stick to long to one way of doing things, we not only become stale, we become ineffective. With apologies to Charles Darwin, “It is not the strongest of the leaders that survives, nor the most intelligent. It is the one that is the most adaptable to change.”

Act Decisively

“Make a decision and stick to it.” This was some of the best advice I ever received as a novice leader. My mentor was not suggesting I avoid the input of others or to make decisions in isolation. By all means seek the counsel and contributions of others, but when it comes time to make a decision… do it!

Connect Seamlessly

Consider those around you… what aspirations, passions, and goals do you share? As social beings, connecting with others may be the single most important thing we do for our happiness and our success. Althea Gibson was correct when she stated "No matter what accomplishments you make, somebody helped you."

Communicate Relentlessly

Communication is like cheese in a casserole, when you think you have enough, add more. James Hume tells us that “The art of communication is the language of leadership.” Shared information and transparency in your leadership style leads to open communication.

Reward Generously

Hard work and outstanding performance should be rewarded handsomely. This may be money, it may be time, or it may be something else like responsibility, empowerment, or trust. The reward matters less than the act of giving it. Winston Churchill said it best, "We make a living by what we get, but we make a life by what we give."

How do you maintain your effectiveness as a leader?

The Second International Leadership Blogathon Preview

On March 1st, I am pleased to be a part of a large conglomerate of leadership experts, coaches, speakers, authors, and leaders will come together for the 2nd Annual International Leadership Blogathon on ToddNielsen.com. For 31 days we will read amazing stories, unparalleled experiences, and leadership wisdom oozing from every crevice of the Internet. There are a total of 41 writers for the blogathon, gathered from countries the world over. Last year's blogathon brought an amazing source of wisdom, much of which would be hard to come by collectively on any single blog or book. This year's articles raise the bar so much higher. Below are the 41 writers for the blogathon. I invite you to read more about them and make sure to sign-up for updates to receive the articles in your inbox every day. Plus there will be some prizes and contests, here and there, throughout the month to win books and some other leadership products.

DATE	AUTHOR	COUNTRY
March 1st	Lolly Daskal	USA
March 2nd	Kate Nasser	USA
March 2nd	Susan Bagyura	USA
March 3rd	Dan Forbes	USA
March 3rd	Chris Lema	USA
March 4th	Brendan Howe	Canada
March 5th	Dave Bradley	UK
March 6th	Scott Span	USA
March 7th	Joan De Winne	Belgium
March 8th	Kai Roer	Norway
March 9th	Ali Paskun	USA
March 9th	Susan Thorn	USA
March 10th	Susan Mazza	USA
March 10th	Andy Phillips	Colombia
March 11th	Heidi Alexandra Pollard	Australia
March 12th	Lora Crestan	Canada
March 13th	Ogwo David Emenike	Nigeria
March 14th	Steve Nichols	UK
March 15th	John Thurlbeck	UK
March 16th	T. Hampton Hopkins	USA
March 16th	Barry Smith	USA
March 17th	Coleen Jolly	USA/UK
March 17th	Ray Attiyah	USA
March 18th	Janine Garner	Australia
March 19th	Alli Polin	Austrailia
March 20th	Frode Heimen	Norway
March 21st	Kimunya Mugo	Kenya
March 22nd	Maria Gardner	UK
March 23rd	Tanvi Bhatt	India
March 23rd	Rob Ryan	USA
March 24th	Chris Young	USA
March 24th	Jonathan Creaghan	Canada
March 25th	Peter Sterlacci	Japan
March 26th	William Powell	Finland
March 27th	David Hain	UK
March 28th	Sandro De Silva	Netherlands
March 29th	Paul Jolicoeur	Canada
March 30th	Allison Macintoshwright	UK
March 30th	Richard Andrews	UK
March 31st	Tom Shulte	USA
March 31st	Todd Nielsen	USA

I can't wait to take part with all of these great minds, as well as the thousands of readers to create a fantastic leadership event that helps enhance the world of leadership acumen.