First area: Logical - 1st know your trade
I have come to realise that an excellent technical knowledge of your chosen professions can be a huge advantage - knowledge of a range of tools and frameworks, structures one can use on which to hang ideas and analysis into action.
More important though is to retain a lifelong openness to new ideas - sometimes to discard them, sometimes to consume them, but always retain that thirst.
Second area: Emotional
The second area I thought about is quite different. Its emotional, its challenging, its inspirational.
This is really about hearts and minds - communication engagement, vision, desire, passion and risk taking - leaping into the unknown, something that might not come readily to your average rational manager
Third area: Situational
After Logical and Emotional - the third area I thought about was the need for leadership to reflect the situation you are in.
Long term planning when the ship is sinking would be an example. But it’s remarkable how ostrich like leaders can be, particularly when cosseted by large organisation.
There is no smoke without fire, - so if you see a fire - put it out, Equally if you see an opportunity - go for it, if you see a great idea, adopt it, if you need to rescue something - do it - take personal responsibility.
Fourth area: Being yourself
So after logical, emotional and situational, I come to my last but one point.
Be yourself. And in being yourself, you don't stand still, but grow.
Firstly know what you are good at and use it for all its worth, Then know what your NOT good at and work on it.
Fifth area: People
Get a set of great people around you who are ‘A’ players who will themselves recruit ‘A’ players.
People who can take what you are good at, and make it great, people who can protect you from what you are not so good at, and still make it great. And trust them to get on with it..
For nobody ever achieved transformational change by themselves.
And by getting great people you will sustain the success of your organisation too.
Make them loyal to the organisation as much as to yourself. Make them wear the organization laurel with pride for they are the future of the organization, and that’s why you are investing in them. as much as to yourself. Make them wear the organization laurel with pride for they are the future of the organization, and that’s why you are investing in them.
I have come to realise that an excellent technical knowledge of your chosen professions can be a huge advantage - knowledge of a range of tools and frameworks, structures one can use on which to hang ideas and analysis into action.
More important though is to retain a lifelong openness to new ideas - sometimes to discard them, sometimes to consume them, but always retain that thirst.
Second area: Emotional
The second area I thought about is quite different. Its emotional, its challenging, its inspirational.
This is really about hearts and minds - communication engagement, vision, desire, passion and risk taking - leaping into the unknown, something that might not come readily to your average rational manager
Third area: Situational
After Logical and Emotional - the third area I thought about was the need for leadership to reflect the situation you are in.
Long term planning when the ship is sinking would be an example. But it’s remarkable how ostrich like leaders can be, particularly when cosseted by large organisation.
There is no smoke without fire, - so if you see a fire - put it out, Equally if you see an opportunity - go for it, if you see a great idea, adopt it, if you need to rescue something - do it - take personal responsibility.
Fourth area: Being yourself
So after logical, emotional and situational, I come to my last but one point.
Be yourself. And in being yourself, you don't stand still, but grow.
Firstly know what you are good at and use it for all its worth, Then know what your NOT good at and work on it.
Fifth area: People
Get a set of great people around you who are ‘A’ players who will themselves recruit ‘A’ players.
People who can take what you are good at, and make it great, people who can protect you from what you are not so good at, and still make it great. And trust them to get on with it..
For nobody ever achieved transformational change by themselves.
And by getting great people you will sustain the success of your organisation too.
Make them loyal to the organisation as much as to yourself. Make them wear the organization laurel with pride for they are the future of the organization, and that’s why you are investing in them. as much as to yourself. Make them wear the organization laurel with pride for they are the future of the organization, and that’s why you are investing in them.
No comments:
Post a Comment