One of My Costliest Leadership Mistakes

There is an exception to every rule. We think we are it. Or at least I did.

For years I heard the adage, “Never hire family or friends.” Sounds like a good rule. But I didn’t really believe it. Until I broke it.

I was pastor of a church trying to attract new people. We were reaching younger adults and wanted to take it to the next level by starting a new worship service that would serve their specific needs. I recruited several people from the congregation to help. Enthusiasm built and soon the new service was accomplishing its purpose. One of the guys I recruited to help, who I will call Sam, was all in from the beginning. He went the second mile to help and made sure we had what we needed. It was a successful launch. Sam and I became fast friends and I enjoyed spending time with him. We seemed to have a lot in common. I liked working with him on the service.

Soon after, I was chosen to lead a different congregation in a different city. It was a similar situation with church leaders who wanted to expand and try new things. A new service was planned. I thought, “who better to help here than Sam?” Can you see where this is going?

Sam and his wife moved and was hired part-time at the church to help get the service off the ground. That’s when the dynamic changed. Sam went from volunteer and friend to co-worker and supervisee. Sam soon lost his motivation for the service. I found myself having to remind him of deadlines. I had to prod to meet goals we had set. I saw his attitude change. I called in all of my “friendship chips” to get him to perform. None of it worked.

Over the years, I discovered that non-profit leadership requires a little more finesse than for-profit leadership. There is more “leverage” in a for-profit company because you can let an employee go who doesn’t match the company’s needs. How do you let a friend and church member go without doing damage? It can be very complicated as roles clash.

Sam was feeling the need to try other things at other churches. So, we had what author Henry Cloud calls a “necessary ending.” Sam went his way and I went mine, but not on good terms.

Here’s what it cost:

  • My friendship with Sam. We never spoke again.
  • Leadership credibility with the church who trusted me to make a wise hiring decision.
  • The church lost thousands of dollars and 2 years of time when Sam’s departure put us back to square one.

Here’s what I gained:

  • A new appreciation for the complexities of hiring staff. I heard Hall of Fame, Super Bowl winning and NASCAR owner Joe Gibbs say that recruiting and hiring is one of his toughest jobs because even with all of the pre-hiring testing and interviews, you never know what you are getting until the person performs.
  • Grace from church leaders. They forgive my mistake and I was able to build trust again. We hired a new person with a different skill set. The service we started is still going strong.

Yes, it cost me as a leader. But it also sharpened my hiring skills just a little bit. In the future, I will make wiser hiring choices.

I would love to hear your thoughts and experiences!

What have you learned from hiring mistakes or others as a leader?

A Little Book with Big Ideas

Chess Not CheckersA review of Mark Miller’s book, Chess Not Checkers: Elevate Your Leadership Game

I have been a fan of Mark Miller’s ever since I heard him speak at a workshop many years ago in Florida. When I first heard him, I wished that his insightful content was available in book form. I heard him speak again several years later and was delighted to hear him say he was working on a book. That was five books ago. Each of his books has hit home with me and helped me grow as a leader. His latest offering, Chess Not Checkers: Elevate Your Leadership Game is no exception.

This book continues the fable style that is popular among business authors today. We ride along on Blake’s (a character from previous books) leadership journey as he accelerates his pace as a leader by taking over as the CEO of a small company. Blake soon finds that leadership at this level is more complex than it was in previous roles. The rest of the book describes four moves leaders need to make in order to up their leadership game. I won’t regurgitate the content here. There are other reviews that do that and I encourage you to pick up a copy of the book for yourself. It’s an easy read but has powerful principles that have big impact on how we lead.

Here is how the book impacted my leadership development:

  1. I will plan my departure from the organization my first day at the organization.

As a leader, one of my main jobs is to identify and invest in other leaders. The question that I ask myself is, “What do I want the leadership bench to look like when I leave?” If I have a hard time identifying leaders from day one, I have my work cut out for me. If I can identify a few key people with leadership potential, I can then devise ways of helping them tap into and refine their leadership skills. One principle in the book is, “Bet on Leadership.” For me, that means I need to invest in leadership by talking about leadership and offering resources to help people grow as leaders so that the day I leave the organization, another leader can easily step up and take the group where it needs to go.

  1. I will focus on WE not ME.

We are weary of hearing about selfish CEOs who command multi-million dollar contracts and ride around in corporate jets. It’s easy to get caught up in the perks and power of leadership and forget about the teams we are leading. Leadership is not about us. It’s about the people we lead. Our role is to serve the people under our care. Too often we have seen walls that are built between the leader and the team. In the book, the principle that counteracts this tendency is, “Act as One.” The people we lead need to see and believe that we are on the same side as them. As with most other things, it comes down to what we do rather than what we say. We’re all pulling on the same side of the rope.

  1. I will be humble enough to find a mentor who can help me at this stage of my growth.

The great thing about leadership is that we are never fully formed. There is always room to grow. In the book, Blake gets a new mentor who helps him in his current situation. I’ve found it a matter of Providence that the right mentors come into my life at the right time. There are mentors whom I no longer need because I have learned and gleaned all I possibly could from them at that stage. As my leadership growth needs change, so does my need for specific mentors. We can never believe that we have arrived as leaders, but instead are asking, “Who can I learn from at this stage of my growth?”

Chess Not Checkers: Elevate Your Leadership Game challenged me and I will be using it as a resource for many years to come both for myself and for those I lead. I am going to be sharing this book with every person on my leadership team.

promo_01Thank you, Mark for stirring up the potential in those of us whose task it is to continually elevate our leadership game!

 

You can check out a trailer for the book here:

 

The Danger of Experience

robotSometimes I wish it was still the 1960’s. It was the days of the television show Lost in Space. In this cinematic gem, there was a robot who looked after a young boy named Will. In only one episode, the robot warned Will of impending danger by saying, “Danger, Will Robinson!” The saying caught on and reached catchphrase status uttered to warn someone when they are about to make a mistake or are overlooking something.

As leaders, we need that robot’s warning. Here’s what I mean.

As we grow in our leadership skills, confidence rises. We reach a point where we have experienced a variety of difficult situations. We celebrate the successes while grieving the losses. We become comfortable in our leadership skin. We begin to think we have this leadership thing mastered. That is the point where experience can be dangerous.  At this place, stagnation can set in. We can analyze situations and think to ourselves too quickly, “I know what to do here. This is like the time I…”(insert leadership problem and canned solution here). Cue the robot.

Every organization wants a leader wise enough to handle situations that come up. That’s where the rub comes.

Reality says there are going to be situations that come up that even the most experienced leader has not seen before. Then what? A classic example is how United States leaders responded after the 9/11 attacks in 2001. No one had ever seen anything quite like this before. There was no frame of reference. But soon we began to see true leaders step to the forefront to get our nation back on track.

know the answer

Image courtesy of stockimages at FreeDigitalPhotos.net

Experience and wisdom are not the same things. I have known leaders who have one-year experience, twenty times. They have a hammer and every problem they encounter looks like a nail.

Other leaders I know have little experience but are blessed with “wisdom beyond their years.” That’s the kind of leader we want to lead our organization. We want leaders who can figure it out when they haven’t seen the situation before.

That’s the kind of leader we want to be. Yes, experience matters but it becomes dangerous when we rely on it too much to the exclusion of wisdom. Wisdom wins every time.

I like what Ed Catmull of Pixar says in Creativity, Inc.: “Engaging with exceptionally hard problems forces us to think differently.” If we find ourselves not thinking differently about the problems we encounter, if every problem is a nail, then perhaps we’re not engaging enough in the problem but relying too much on our experience to save us.

Great leaders engage wisdom to help them solve problems and let their experience speak for itself.

How Leaders are Like Video Game Designers

Image courtesy of Idea go at FreeDigitalPhotos.net

Image courtesy of Idea go at FreeDigitalPhotos.net

It was a case of mistaken identity.

I walked into my local Papa John’s to pick up a carryout pizza. I’m too cheap to pay for delivery and tip the driver. My order was delivered to the counter quickly and I paid. As the well-intentioned young man behind the counter was handing me the receipt he said, “Thank you for your service.” I smiled and nodded, not knowing what he meant. It wasn’t until I got to the car that it dawned on me. He mistook the Dallas Cowboys star logo on my coat sleeve for a United States Air Force star. I live near a United States Air Force base so it is not uncommon to see our service men and women around town. Easy mistake.

I have to admit I felt guilty for getting praise I didn’t earn or deserve. I don’t want to take anything away from the brave men and women who volunteer to serve our country.

I was raised to believe that you strive to do your best because it is the right thing to do. Give your best effort as a matter of pride not as a matter of praise. Applause is something you earn for being exceptional.

Image courtesy of nirots at FreeDigitalPhotos.net

Image courtesy of nirots at FreeDigitalPhotos.net

I remember going through some old boxes with my father. Years earlier, he served in the United States Marines Corps and the box contained mementos of his military days. He did his basic training at Camp Lejeune in Jacksonville, North Carolina. Several shiny items in the box caught my eye immediately. They were marksmanship qualification badges that he earned while enlisted. He reached the highest rank of expert and was rewarded for his skills.  I don’t recall seeing a medal just for showing up.

As leaders, we have some people on our teams, who think they deserve a medal just for showing up. They have been praised for doing the minimum or taught to believe everyone should get a ribbon. These low expectations work against us.

We fail as leaders when we allow low expectations to continue unchecked.

The art of leadership means finding the delicate balance between high and low expectations for our organization. If our expectations are too low, we can unwittingly impede their progress and allow them to be lazy. Our organization will suffer from mediocrity and our team members will quickly disengage from meaningful contribution.

On the other hand, if our expectations are unrealistically high, our organization will have little to celebrate and team members are in danger of becoming exhausted and discouraged also resulting in disengaged team members.

When our expectations are just right, we see a steady progression of growth in both the organization and the individual team members.

We have that in common with video game designers.  A game designer knows that if you make a game too easy, people are going to get bored and not play. If you make it too hard, people won’t continue to play because they don’t see progress. The key is making each level challenging enough to entice players to stay engaged so they can progress to the next level.

So how do we walk find this fine line?

Image courtesy of anankkml at FreeDigitalPhotos.net

Image courtesy of anankkml at FreeDigitalPhotos.net

Here are a couple ideas:

  • Build relationships with people on your team, so you know what motivates them.
  • Set a baseline of minimum expectations and communicate them regularly.
  • Praise progress rather than low performance.
  • Reward people when they do an excellent job.
  • Find ways to help people step up.

People will rise to the level of our expectations.

What expectations do you have for your team members? Which team members are doing well and which ones are demonstrating an attitude of entitlement for just showing up? How long can you afford to allow low expectations to impede the progress of the team?

I would love to hear your thoughts on how you keep challenging your teams.

Living the Dream!

Image courtesy of digitalart at FreeDigitalPhotos.net

Image courtesy of digitalart at FreeDigitalPhotos.net

It has been a long held dream of mine to become a published author. These days it is easier than ever, especially when it comes to self-publishing. I asked self-publishing expert, Catherine Ryan Howard what was a good starting amount of money to set aside to get started in self-publishing. Here is what she said:

1) It’s different for everybody but $1k is a good average for a self-pub budget.
2) Main costs: professional polish (editing), cover design & e-book conversion (optional).
3) Self-publishing = business. Your book = product. That $1k = investment.
4) Investment = risk. If you can lose it, don’t risk it!
My dream to publish is still alive and that dream will become a reality! If you are interested in self-publishing, Catherine’s book, SELF-PRINTED: THE SANE PERSON’S GUIDE TO SELF-PUBLISHING, is a great place to start!!
More about Catherine Ryan Howard:
Catherine Ryan Howard is a writer, self-publisher and caffeine enthusiast from Cork, Ireland. SELF-PRINTED: THE SANE PERSON’S GUIDE TO SELF-PUBLISHING (3rd edition) is out now in paperback and e-book and available from Amazon. Follow the #selfprintedsplash on Twitter today (Friday 24th) and/or visit www.catherineryanhoward.com for chance to win an amazing prize that will get your self-publishing adventure started!
“SELF-PRINTED is my self-publishing bible. It taught me how to format, create and upload my e-books and print-on-demand paperbacks. It showed me practical things such as how to build a website/blog and how to promote my books. More importantly, it taught me how to compete with the professionals. Just look at the results – The Estate Series has sold nearly 100,000 copies and following that I got a traditional book deal with Thomas & Mercer too, so I’m now a hybrid author. Jam-packed full of hints and tips all in one place, I’m always referring back to it. In a word, it’s priceless.” – Mel Sherratt, author of The Estate Series and DS Allie Shenton Series

Monday Quick Tip ~ No Mo FOMO

Image courtesy of FrameAngel at FreeDigitalPhotos.net

Image courtesy of FrameAngel at FreeDigitalPhotos.net

The journey of a thousand miles begins with a single step. – Lau Tzu, Chinese Philospher

FOMO, or Fear of Missing Out has become a popular phrase that expresses our desire to be engaged with life and what is happening around us or on social media. It sometimes causes people to do stupid stuff. It can sometimes make people feel worse about their lot in life.

As one who tends towards perfectionism, I try to tackle FOMO with a “perfect” plan. The problem is that reality kills perfect plans every time. Perfect plans are an illusion.

As a leader, I want the right people in the right places at the right time, so that my organization hums along with speed and efficiency. But, once again, reality trumps plans. We discover that people are human. They make mistakes. We misjudge their capabilities, setting them up for failure and things come to a screeching halt. All of this failure gives us pause before we start again. We can become so paralyzed that we never get around to starting again.

Funny thing, the longer we wait to start, the further behind we get. Not taking action becomes inefficient. Not taking action means we are missing out.

Today is the day to start. Today is the day to tackle FOMO with a single step. Once we give up our perfect plans, we are free to figure it out as we go. I’ve discovered that the more I think I have it figured out, the more closed I am to suggestions and better ways of doing things.

We all have things we say we are going to start “someday.” What if someday were today?

What project, activity or relationship do you want to take one step towards in order to get momentum started?

It won’t be perfect, but neither will we be missing out on making our unique contribution to the world.

We need you to take that one small step…today.

Monday Quick Tip ~ Set the Pace

Richard Petty Rookie Exp

He who hesitates is lost. 

Adapted from Joseph Addison’s play Cato (1712):”The woman that deliberates is lost.” 

One of the most exhilarating experiences of my life was driving a race car around the Atlanta Motor Speedway in excess of 150 mph.  I was fortunate to take part in a morning session of the Richard Petty Driving Experience.  After a short instruction period, we were led to the track to take our place behind the wheel of a 600 horsepower speed machine.

In session one, I ran 8 laps before being brought in for some coaching by an instructor.  He told me, “You are getting too close to the pace car. Make sure you follow his lead and don’t get so close.”  I kept my distance and did better the second session.  My lap speeds by 10 miles per hour.

It’s been said many times, “Speed of the leader; speed of the team.” We, as leaders, set the pace for our team members.  This is where leadership becomes an art.

If we move too fast for our team, we run the risk of losing touch with those who are following.  Team members become tired from trying to keep up.  Eventually they become discouraged and quit.

If we move too slowly, top team members become bored.  Other members get distracted and have a hard time staying on track.  Petty squabbles and divisions soon cloud pursuit of the mission.

When we find the right balance of pace, the organization’s mission is accomplished in a way that energizes those who follow us.

Balance is the result of knowing ourselves as leaders.  Do we demand perfection or have expectations of our team members that are too high? Do we know the strengths and limitations of our team members?

As leaders, we set the proper pace so that our team members feel great about being a part of our team and accomplishing the organization’s mission.

What tips do you have for setting the right pace? I’d love to hear your thoughts.

Monday Quick Tip ~ Don’t Be Fooled by Sunshine and Roses

Image courtesy of James Barker/FreeDigitalPhotos.net

Image courtesy of James Barker/FreeDigitalPhotos.net

Things are not always what they seem… – Phadeus, Roman poet

I attended a gathering of leaders recently in which we were going around the room telling how things were going within our teams.  Each of us, except one, stated some good things that were happening as well as some things with which we were struggling.  When it came to one leader in particular, this leader shared that everything was going great!  Wonderful! Good things were constantly happening!  All said with a smile that betrayed believability.  I knew first-hand that things were not in fact all sunshine and roses.  Things were quite the opposite.

As I reflected later on that meeting, I realized that the combined experience of the leaders in the room was over 80 years.  Yet, here was a leader who chose shut off any wisdom from   other leaders in the room who had wrestled with the very same issues and had grown through them.

Why do we unintentionally spurn the wisdom in the room?  Is it to make ourselves look better because we feel inadequate?  Do we want to appear as leaders who have it all together?

None of us have it together.

None of us want to see other leaders fail.  As leaders, it is in our nature to see others succeed, even those in “competition” with us.  We don’t want other leaders to make the same mistakes we did.

When things on our team are not sunshine and roses, the sharp leader is not afraid to admit it and glean from the wisdom in the room.  Instead, they embrace it.

What wisdom can we gather this week that will help us grow in our leadership?

Monday Quick Tip ~ Focus on Mastery

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

“They are a Jack of all trades, but master of none.”

This phrase has been used in a derogatory way to describe a person who is scattered and undisciplined.  We all know people who are so sidetracked they can’t get anything done.  Focus eludes them.  They are driven by distraction.

We know others who are overworked and trying to get so much done that they end up getting nothing done of substance because they are skimming the surface.  Mediocrity is their make-up.

We also have people that we lead who are fantastic at what they do.  They have gained experience, studied from others, listened to their mentors, and worked hard to refine their skills. They have reached a level of mastery and are continually growing.  We can easily spot these people because even when they perform at a high level, they are always trying to figure out how to be better.  They are focused on mastery.  It’s a never ending passion.

One thing I’ve noticed about people who are successful is that they have found their niche.  They are doing what no one else is doing.  There is little competition in their field and they have become so good, that any competition that arises has little chance of succeeding.

As leaders we have to figure out who masters are and what skills they have so that we can put them in the right place on the team.  Once they are there, we give them space, freedom and the tools they need to succeed.

Who are the people on your team who have reached a level of mastery?  How can you inspire them this week?

Monday Quick Tip ~ Admit When You Don’t Know it All

Image courtesy of Nujalee/ FreeDigitalPhotos.net

Image courtesy of Nujalee/ FreeDigitalPhotos.net

Experience keeps a dear school, yet fools learn in no other. – Benjamin Franklin

In almost every leadership position we hold there is a honeymoon period that allows us to get settled in and learn the lay of the land.  Very soon reality sets in and we realize there are challenges that are rising to the surface.  Our temptation is to turn on our mental autopilot and try to solve it the way we’ve solved it in the past. But then it doesn’t work.

I’ve discovered that no matter how many years of experience I get under my leadership belt, I run into issues I’ve never faced before.  Every leadership context is different.   An experienced pilot when facing turbulence can’t allow autopilot to take over. Instead, the pilot flies through it.

In the same way,  we can’t afford to go on autopilot thinking that “we’ve seen this before know what to do.”  When I find that attitude creeping in, I know it’s time to check myself.  Maybe I’m not seeing the whole picture or don’t know all the facts.

The best leaders admit when they don’t know it all.  They grow with the trials, deepen their experience and sharpen their skill.

Leadership expert Jim Collins, in his famous work on how good companies became great companies, says Darwin Smith of Kimberly-Clark is one of the greatest CEOs of the twentieth century.  Collins says, “Smith, a man who never entirely erased his own self-doubts, later summed up his tenure by saying simply, ‘I never stopped trying to become qualified for the job.’” (http://www.jimcollins.com/article_topics/articles/the-misguided-mixup.html)

Our experience informs the present to help us figure out what to do.  It begins with the attitude of humility.  Celebrity leaders rise only as high as the moment they think they know it all then they fall.

Leaders who last rise to the challenge and grow through the new experience.

Rick Pitino, championship basketball coach, writes, “The longer I live and the more I experience, the more I believe that humility is the quality essential to sustained success, and a lack of it is the major stumbling block for those who find success for a time, then lose it.” (The One-Day Contract: How to Add Value to Every Minute of Your Life­)

Could it be time to turn off autopilot and fly the plane?

What challenges are you facing that require a humble attitude and the willingness to learn something new?

Monday Quick Tip ~ The One Who Laughs Lasts

Image courtesy of imagerymajestic/ FreeDigitalPhotos.net

Image courtesy of imagerymajestic/ FreeDigitalPhotos.net

Laughter is the best medicine

Have you ever been a cranky leader? I have on too many occasions.  I’m currently going through a very busy season that only promises to get busier in the coming weeks.  I find myself with a bad attitude that is in need of some serious adjustment.  Here are some signs that it is time for a break.

  • No fun to be around (even when I’m by myself).
  • Frowning or grimacing most of the time.
  • Frequent headaches.
  • Mind racing through the never ending To-Do list.
  • Tired, even after a night’s rest.
  • Paying more attention to the clock than people.
  • Allowing gratitude to be nudged out by expectation or worse, entitlement.

I believe in the biblical proverb that those who refresh others will themselves be refreshed (11:25).  But I also believe that those who refresh others must first refresh themselves. Or, to use Stephen Covey’s admonition: “Sharpen the saw.” Or the airline’s instruction: Put on your own oxygen mask first before assisting others.

We all need time away from the stresses of leadership.  We need time to re-set.  We need to give ourselves the gift of time away.

Time to push the pause button.

Time to do something totally unrelated to our organization.

Time to do something fun that brings the laughter back.

I know what I need to do to bring back the laughter.  How about you?

I’d love to hear your thoughts.

Monday Quick Tip ~ Shake and Stir for Best Results

Image courtesy of Idea go / FreeDigitalPhotos.net

Image courtesy of Idea go / FreeDigitalPhotos.net

A rolling stone gathers no moss. – Publilius Syrus, 1st century writer of Latin maxims

In the organization I lead, we’ve been going through a time of assessment and transition.  My days have been filled with charts and graphs of income and expenditures. In my research, I’ve discovered the health of the organization is not as robust as people in the organization believe. So it became my job to shake things up and (as Peter Drucker says) define reality.

We have all seen the snow globe that looks calm and serene when the snow is settled at the bottom. No disturbances and a clear view.  But that’s not what snow globes are designed for.  The beauty comes in the shaking. Flecks of snow descend, hit beams of light and beauty emerges.

That’s part of what it means to be a leader.  Leaders shake things up to see what beauty appears.

After my report to the leaders about our organization, I expected some disagreement and push back. I got some minor comments.  But the leaders among the group responded by saying, “that was exactly what we needed to hear.  Keep shaking and stirring us.”

There are a couple different interpretations of the rolling stone proverb listed above.  The one I like best says that people are always moving and looking for freshness and creativity.

There is a restless streak in leaders. We are always on the move in our own growth and in our leadership of the people we lead.  To allow moss to grow is to become stagnant.

For best results this week, shake a few things, stir a few others and watch what happens.

Monday Quick Tip ~ Get Lucky by Working Hard

Image courtesy of kibsri/ FreeDigitalPhotos.net

Image courtesy of kibsri/ FreeDigitalPhotos.net

Diligence is the mother of good fortune.

Very few people are lucky in the purest sense of the word.  It is possible, but extremely rare, that infrequent lottery ticket buyers hit it big. Most of the time we create our own “luck.”

I know people who win big at sweepstakes and to the outside observer they seem to be the luckiest people in the world.  What we don’t see are the many hours spent culling websites and persistently filling out entry forms.

“Luck” is what we are forced to rely on when we don’t do our homework.  Showing up to practice and hone our craft gives opportunities we wouldn’t get otherwise.

In leadership I’ve sometimes been guilty of impatience and hoped luck would bail me out. When hiring new employees, I could have done more to check out their background or spent more time with them to insure a proper fit with the organization.  Instead, I congratulated myself on “filling the position so quickly.” Big mistake.

I’ve been on the other side too.  I’ve accepted employment in which I knew I was not the right fit but hoped my uneasiness would work itself out in the form of luck. Instead, I got an example of what not to do for this blog post.

At the start of a new “work” week, I’m asking myself, “Where do I need to get busy working and quit trying to take shortcuts?”

When we are diligent, it’s amazing how lucky we can be.

Guard Your Heart

heart-of-L-10-linkThis is a guest post from Mark Miller.  Mark’s latest book is, The Heart of Leadership: Becoming a Leader People Want to Follow.

Originally Posted on greatleadersserve.org on Wednesday, September 4, 2013

GUARD YOUR HEART!

The Heart of Leadership is built upon a simple premise: unless your heart is right, no one cares about your skills. This may sound harsh, but it’s true. If people don’t trust our heart, they don’t trust us. If they don’t trust us – they won’t follow our leadership.

That’s the idea the book is built upon, and when we demonstrate leadership character, others see it. They see it as leadership character in action. They see it when we…

HUNGER FOR WISDOM

EXPECT THE BEST

ACCEPT RESPONSIBILITY

RESPOND WITH COURAGE

THINK OTHERS FIRST

But why does this matter? Aren’t we just supposed to get results? If you’ve been leading long, you know you can get results without creating follow-ship. Results can be the byproduct of a very toxic workplace and poor relationships with those you lead. The irony of this approach is two-fold. It is not the way to maximize results. And, it is not sustainable over the long haul.

There is a vast reservoir of untapped potential in most people and in turn, most organizations — potential that goes unused and wasted. It resides in the discretionary efforts of our people. The day of the hired hands is dead. Leaders operating from that perspective are the dinosaurs of our day. As Peter Drucker said, “We are all knowledge workers.” The implications for leaders…

For every pair of hands you hire, you get a free brain.

Our challenge is to create the context and the work environment to mine that potential, to capitalize on that FREE brain. It starts with us. People don’t leave organizations, they leave their supervisor. Are we becoming leaders people want to follow? Or, are we driving talent away from our team?

Yes, we need the skills of leadership. I’ve devoted decades of my life to helping leaders acquire the requisite skills to lead well, but skills alone are not the answer. I’ll go back to where I started this post and to the premise of the book. If your heart is not right, no one cares about your skills. You and I will be dismissed as a leader if all we bring to the table are skills.

Leaders rarely fail for lack of skills. Certainly you can find examples of this, but in my experience, for every leader who fails because she can’t build a team or cast vision, countless others disqualify themselves for issues of the heart. The good news, we can change the condition of our heart. If we couldn’t, I wouldn’t have written the book.

So, what’s my point? I want to encourage you to be vigilant and diligent – give adequate attention to matters of the heart. It is much more important than most leaders think – it is critical. These are not soft issues; these are issues that ultimately determine our impact on the world!

There is an ancient proverb that summarizes why the matters of the heart matter so much – it captures my thoughts as well as I could ever hope to…

ABOVE ALL ELSE, GUARD YOUR HEART. EVERYTHING YOU DO FLOWS FROM IT.

MarkMiller_About_179x240_050813Mark Miller, well known business leader, best-selling author, and communicator, is excited about sharing The Heart of Leadership: Becoming a Leader People Want to Follow with those who are ready to take the next step. You can find it on Amazon and in bookstores everywhere.

Monday Quick Tip ~ Read, Lead and Succeed

heart-of-L-4b-linkA Review of The Heart of Leadership: Becoming a Leader People Want to Follow,by Mark Miller

Mark Miller’s latest book, The Heart of Leadership: Becoming a Leader People Want to Follow is a short, simple yet powerful read.  It continues the story of Blake from one of Mark’s earlier books, Great Leaders Grow.  But you don’t have to have read the previous book to be up to speed with what is happening in this edition.

I found Mark’s tone to be conversational and warm. He’s not preachy and writes as one who is a fellow traveler on the road of leadership growth.  He doesn’t talk down but instead honors his readers by pointing out road signs along the way.

I resonated with one of the central themes of the book that leadership character matters more than leadership skills.  As we grow deeper in character, the necessary skill mastery will come in time.  It is true that we’ve seen too many highly skilled leaders derail themselves by their lack of character.  Miller reminds us not to put the cart before the horse.

Using the well-traveled metaphor of an iceberg, Mark asserts that 90% of leadership happens below the waterline.  Then he goes to work defining the essential elements of those below the waterline traits that we need to lead well.

I liked how the elements were told though a variety of people in different settings.  Too often I’ve found leadership books to be too narrowly focused on marketplace leadership leaving out the arenas of non-profits, education and community groups. The effect was that we are able to see how the concepts are applicable to a myriad of situations.

While the book is simple, it is not simplistic.  The character traits mentioned here will take a lifetime of practice to master.  This is not a bad thing because it reminds us that none of us have arrived as leaders. We’re all still learners among leaders.

The element that meant the most to me was the section on responding with courage.  As leaders, responding with courage is a daily occurrence as we tackle the challenges that come our way.  Mark reminds us that courage takes the actions necessary to correct the situation.

This is one of the best leadership books I’ve read this year.  It is one that I will read again and again so that I can continue to be reminded of its principles and apply them to my leadership.

Read this book and you will discover that it is not a 5 hour energy shot for your leadership skills, but rather a multi-vitamin for your leadership soul.

Enter to win:  I am giving away 10 copies of The Heart of Leadership to my blog readers.  You can enter to win by signing up to follow my blog between now and October 31, 2013. I will choose 10 winners at random. If you are already a follower, you are already entered to win! Good luck!