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Sometimes You Need to Rough ’em Up

As leaders, we know that loving and caring for people is foundational to our belief and our behavior. However, leading our team to fulfill its mission also requires direction, accountability, and sometimes correction.

I have a 15-minute video for you that will be useful as you grow your team’s capacity and vision. In it, leadership expert John C. Maxwell offers valuable insight on balancing care and candor.

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I hope you enjoy this teaching, and that it helps equip you for the challenges ahead.

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Change! Context for Leading

I am looking out my office window at a suddenly green and growing lawn. “Mow me,” it cries. I glance across the room at newspaper photos from Fairdale, Illinois. Four evenings ago, a tornado reduced this quiet village to rubble. I can hear the echoes of television reports about both hopeless impacts of terrorism and hopeful political campaigns for the future of America. I am barraged with opportunities to hear about and acquire a constant parade of new technologies, all promising to make us more effective.

We live and lead in a state of continuous change. Some of us are new to our leadership role and others have been at it for many years. Both groups must continue to learn, grow, and adapt, if we are to bring greatest value to our organizations and clients.

Although new leadership development resources are published daily, there are some classics that endure. One of my favorites is The Leadership Challenge, by James Kouzes and Barry Posner. Now in its fifth edition, the book presents a model of “the five practices of exemplary leadership.” Extensive research over a long period of time showed leaders to be at their very best when they:

  • model the way,Ldrshp_Challenge_Cover
  • inspire a shared vision,
  • challenge the process,
  • enable others to act, and
  • encourage the heart.

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Check out the site at…

http://www.leadershipchallenge.com/About-section-Our-Approach.aspx

Better yet, grab a copy of the book at…

http://www.amazon.com/Leadership-Challenge-Extraordinary-Things-Organizations/dp/0470651725/ref=sr_1_1?s=books&ie=UTF8&qid=1428962378&sr=1-1&keywords=the+leadership+challenge+5th+edition

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Don’t You Do It!

There was an article in the June 2013 Inc. Magazine that reminded me of an issue we leaders face daily. The author is Jason Fried, CEO of Basecamp1, a web-based software company formerly known as 37signals. The issue is delegation.

Jason confesses that “our continued growth depends on me becoming a different kind of leader—one who is able to see when other people can do a better job than I can.” With all the demands on his attention, he could no longer give the necessary focus to shepherding a product. He handed off management of the company’s flagship product to a capable colleague.

Andy Stanley2 advises leaders to “do only what only you can do.” (I believe the origin of this phrase is attributed to Dutch Professor Edsger Wybe Dijkstra, 1930–2002.) We should be aware of our strengths, focus our time and effort on those areas where we can contribute the greatest value, and delegate the rest. This is never easy. It requires honest self-assessment, knowledge of the strengths and potential of our people, crystal clarity about the expected outcomes, and timely accountability mechanisms.

Jason observes the win-win involved. By giving another the chance to develop his talents, he also receives a chance to grow and the time to devote his attention to new ideas. Let us each remember this the next time we are overwhelmed by the details of day-to-day operations.
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1 See Basecamp’s popular collaboration app at http://basecamp.com. Also check out Jason’s books img-reworkat http://www.amazon.com/Jason-Fried/e/B002MQ13PQ/ref=dp_byline_cont_book_1.

2 Andy Stanley is Senior Pastor of North Point Ministries in suburban Atlanta.

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12 Thinking Tools and 6 Strategic Skills

This is an encore recommendation, originally posted in January, 2013.

I am excited to share with you two new tools to assist us in thinking and planning strategically.

 

Paid to Think

There is a new book, which has earned a place among our recommendedPaid To Think Book resources for strategic thinking—David Goldsmith’s Paid to Think: A Leader’s Toolkit for Redefining Your Future. Goldsmith offers twelve thinking tools, to help leaders solve challenges and create opportunities. They are organized into four
categories—strategizing, learning, performing, and forecasting. The first tool under strategizing is developing plans—plans that clarify desired outcomes and guide others to achieve them. The author divides these into three parts: creating strategy that determines the direction of your entire organization, tactics or projects that enable you to execute the strategy, and the priority management system that keeps you focused and on track daily. For more, see Goldsmith’s site here.
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Strategic Leadership: The Essential Skills

There is an article in the January-February 2013 Issue of Harvard Business Review, HBR coverby Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland. The authors describe six skills that enable leaders to think strategically and navigate uncertainty effectively. Adaptive leaders combine the abilities to anticipate, challenge, interpret, decide, align, and learn. The authors provide a self-assessment to help you identify which skills need attention. They go on to offer advice for improving each ability. Check out the article here.

Harvard Business Review