Have you ever found yourself wondering about how you could make a bigger impact through your work? Perhaps reaching more people, creating something that has greater significance, or simply bringing more of who you really are to what you do?
I have reached a point in my career where that question has become increasingly important. After working with executives over the last sixteen years, both individually and collectively, I feel compelled to pass along what I and others have learned about overcoming their own self imposed obstacles and achieving higher levels of performance and satisfaction. And I want to do it in a way that reaches more people than what I have been able to do before.
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November 3, 2007
In my work with executives and other rising leaders over the years, I have noticed that regardless of background, career, organization, position, cultural origin or gender, the challenges that people often struggle most with are self imposed. We may not realize this at first, but upon deeper exploration we can begin to see how the roots of people’s greatest pitfalls are firmly planted in the fertile soil of their own minds.
Challenges will present themselves regardless of what we do, but the way we think about and frame those challenges will largely determine our level of effectiveness in dealing with them. Often people are largely unaware of how they are contributing to their own ineffectiveness.
Continue reading "Sidestepping Leadership Pitfalls: Part I" »
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November 6, 2007
In my last post, I introduced the idea that we often stumble into pitfalls that are created or exacerbated by our own behavior and thought. In many ways, you could say that we unintentionally set up traps that keep us from doing our best work. The problem with these traps is that they are hidden and easily missed. Chances are you have been falling into one or more of them for a very long time without even realizing it. We all do. And once we make progress with them, they tend to find ways to elevate themselves to new levels – we are always learning and growing. So the first step is to begin to cultivate awareness. You cannot fix what you do not realize needs to be changed.
Continue reading "Sidestepping Leadership Pitfalls; Part II" »
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November 8, 2007
Who are the leaders you admire most? As you think back to people who made the biggest impact on you over the years, who comes to your mind? Perhaps it is someone you reported to, or the head of an organization you are familiar with. Or maybe it is a historical figure that you hold as a role model or a present day leader you’ve never actually met before. It could even be a coach or a mentor from sometime in your life, possibly even a parent or teacher.
What are the qualities in those people that really stand out for you? What differentiates them as exemplary in your mind? Chances are it wasn’t necessarily what they’ve done over the years as much as who they are and what they stand for. And you are likely drawn to those people because they possess qualities that are also in you at some level. The leaders you admire have probably allowed these qualities to express themselves in the world in some way that enabled them to make a difference.
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November 13, 2007
In my last post, I asserted that the leaders we admire most have qualities in them that we possess ourselves at some level. Though these qualities may be latent, they are just as real and waiting for us to give them expression in the world.
The dynamic at play that suggests that we admire those who are most like us also works in reverse. If you pay attention to people who really annoy and frustrate you, you may realize that something in them is also sparking its counterpart in you. I have had many clients who become quite annoyed at their colleagues, direct reports, bosses, customers, friends, or family members because these people do not seem to be listening to them. When we feel we are not being heard by others, most of us have the tendency to talk more. We end up displaying the very behavior that is frustrating us in other people. If we are not careful, this can become a vicious cycle – one in which we can conveniently excuse ourselves from the need for change while we wait for others to “do it first.”
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November 15, 2007
“It is always amazing how many of
the things we do
will never be missed. And nothing is less productive than
to make more efficient what should not be done at all.”
~ Peter F. Drucker
One day I had the opportunity to listen to Marshall Goldsmith, one of America’s finest executive coaches speak. Though the man has a number of incredibly insightful things to say on any given moment, one thing he said that day made an impact on me that I still feel years later. The audience was eager to benefit from his wisdom. He took the stage and paused a moment before speaking. Then he told us to hold onto our seats while he told us something we probably didn’t want to hear.
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November 17, 2007
When you hear the word leader, what do you think of?
My definition of a leader is quite simple: someone who sees and brings out the best in others and focuses each person’s unique talent, energy, style and passion to facilitate the creation of something extraordinary. Leaders are everywhere, and many of them are not in positions of authority.
Leaders have a following of their own, and the most effective of them garner this following more as a product of who they are than what they do. In the presence of a great leader, we ourselves feel great. And when we truly believe in ourselves, there is nothing we cannot do.
Leaders do not need to be at the forefront to serve in this way. In fact, some of the most effective leaders are those who are more concerned about elevating the status of others than raising their own. Lao Tzu, one of the greatest mystics of all time said “When the best leader's work is done the people say, "We did it ourselves."
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November 20, 2007
One of my first posts, “The Who of a Leader,” was written to affirm that great leaders stand out more for who they are than what they do. Central to this idea is the notion of authenticity, or behaving in ways that are true to your own unique style, talents, and energy.
I received a comment on this post from a man named Jeffrey. He said, “I really enjoyed this post… The worst thing I think a leader can do is not be genuine. When leaders imitate or fake sincerity they are not being genuine and few things will bring quicker ruin than this. Respect from others is lost and others will be closed to you.”
Jeffrey, I wholeheartedly agree. One of the most powerful things leaders can do is connect with people. This is critical as one of the most significant functions of a leader is to accomplish things through others. This cannot take place if there is no bond.
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November 22, 2007
What is that compels people to want to be leaders?
Many people are attracted to leadership positions because of the level of visibility and prestige they generate. Others become leaders because these positions often yield higher salaries. And some just like to be in charge. Usually these are not the sole motivations for leaders, though there are some exceptions. The most effective of leaders have other more significant motivating factors – the desire to serve and make a greater impact for example. And the best of these leaders are able to keep their egos from dominating their leadership.
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November 24, 2007
In my last post, I introduced the notion that our egos left unchecked can propel us to act in ways that are not congruent with who we really are and ultimately weaken the impact and contribution we can make as leaders. In this post, we will explore one of the ego needs that is common to many leaders: the need for power.
Some people have a higher need for power than others do. People who tend to be driven toward action with a strong task orientation tend to identify more with this need than do others. They are prone to want to get things done (right now, or sooner) and feel they need a little extra kick to do so. Often, they rely on their authority or position to make mandates or demands.
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November 28, 2007
In previous posts, I introduced the notion that our egos left unchecked can propel us to act in ways that are not congruent with who we really are and ultimately weaken the impact and contribution we can make as leaders. The last post explored the need for power, and today we will explore another of the ego needs that is common to many leaders: the need for control.
The need for control is very similar to the need for power, as it there is an element in there of wanting people to do what you say. However, control goes much deeper than this. It is about wanting to orchestrate entire chains of events and make things work out the way you think they should more often than not. People who fall prey to this ego need disdain chaos and often take their love of order to an extreme by trying to order things around them in a way that can generate a predictable result.
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