Sunday, June 21, 2009

LQ - Leadership Quotient

Yes, IQ and EI are both necessary requisites for being a leader.

I could also make the case that there are other behaviors required for leaders to be successful.
Behaviors such as:
  • Risk-taking - being first, standing out in front, taking the heat, not being sure of the action, but certain if its' rightness and that there is a need for action
  • Courage - to stand alone, to take action, to face criticism, to face ridicule steadfastly
  • Self-trust - that I can endure and survive, that I will be okay, that I am right
  • Perseverance - to endure the loneliness, to stay the path, in the face of resistance
  • Tenacity - stick-to-itiveness, never say die, maintain direction against all odds, dogged pursuit of a better future
  • Transparency - of reasoning, or future vision, of fears and self-doubt, of failures, of weaknesses, or personal reasons for change, or self
  • Self-insight/awareness - a solid grasp of who I am, my values, my intent, my struggles, my weaknesses, my strengths, my mission
  • Focus on the future - the vision for change, the value and benefit of achieving the vision, the all-encompassing desire to move in the direction of a dream for something better than what exists today
  • Other-orientation - An appreciation for how difficult transversing the gap to the future will be and sharing it openly, allowing people the choice to lead and follow to the future, an appreciation for others strengths/weaknesses and choices
What additional ones do you have in mind?

Chad

Sunday, June 14, 2009

Omar Kayam Quote

This quote resonates with me as we go through these tough economic times:

"On the plain of hesitation bleach the bones of countless millions who, on the dawn of victory, stopped to rest and resting died."

We all wait for something - our expectations could be that:
  • We are waiting for another person to act, be accountable, respond positively, say "Yes", ...
  • We are waiting for the right moment when we have time, when we finish our degree, when we feel good, when the opportunity is right, or when we....
  • We are waiting for our new budget, our friend, somebody to ask us, other people to start, ....
  • There is never enough money, there is never enough trust, there is never enough time, ...
  • Others resist change, others aren't capable, others aren't interested, others aren't available, ...
  • I don't have enough resources, I don't have enough authority, I don't have enough support, ...
  • It's too risky, it's not important, It's not a leap improvement, It's not worthy, ...
  • He/She is not worthy, they are not on board, we are not all aligned, the plan is not perfect, ...
My belief is that some internal fear is causing us not to act and resists movement or taking action our our part. This hesitance keeps us following the same path, protecting the present, protecting ourselves when we should be moving forward, making progress and moving into the unknown.

What are you waiting for?

Chad

Tuesday, June 9, 2009

It's Not Just Innovation!

It's not just innovation that is needed to get us out of this economy!

  1. To be innovative you need learning agility.
  2. To be innovative you need a supportive environment.
  3. To be innovative you need high level structure supporting / encouraging it.
  4. To be innovative you need courageous risk taking.
  5. To be innovative you need tenacity and persistence.
  6. To be innovative you need feedback and recognition.
  7. To be innovative you need consistent, sustainable processes and systems.
  8. To be innovative you need trust.
  9. To be innovative you need leadership support.
  10. To be innovative you need accountability and ownership.
  11. To be innovative you need metrics.
  12. To be innovative you need a context and reason.

What other things are needed to initiate, support and sustain innovation???

Chad

Monday, June 1, 2009

Strategic & Operational Leaders

Periodically I run into issues where strategic and operational leaders at the C-suite level are not well connected, linked and aligned about their business priorities and programs.

This disconnection creates waste;
  • Waste from duplication of effort,
  • Waste from misaligned performance,
  • Waste from confusion that slows performance down,
  • Waste from conflict between followers.
Connected, aligned and linked organizations benefit from the:
  • Synergy of collaborative contributions,
  • Speed of execution without interpersonal interference,
  • Focused application of resources on priorities,
  • Power of many focused on specific outcomes.
So, do you need better alignment at the top to maximize organizational performance?

Chad