– “Trustworthiness, Transparency and Openness”
Leadership is about communication, communication, communication. Often, the biggest problem with communication is the illusion it just occurred. We assume people hear and understand us and that we have heard and understood them. Repeating back what we think we heard to get is a terrific way to insure clear channels communication. Remember, the true meaning to the recipient of any message you send can be found in the response you receive. Listen to the behavior. Take the extra time to find the right moment to teach and train. It is a basic EQ principal that people do not hear or learn best when their emotions are up;
– “The Obligation to Care”
People instinctively trust a leader who has their best interest at heart. People do not care how much you know until they know how much you care.
– “Lead by Example” Be the change you seek. Walk your talk, when your words conflict with your deeds, your behavior speaks so loudly that people can’t hear what you are saying.
– “Raise the Bar. Frequently”
The world is rapidly changing, the competition is gaining on you. Complancy is the the biggest enemy of champions. Over confidence killed Goliath, you want to be next? A leader must sometime create the small pain of disruptive change before the marketplace creates big pain. Runners tend to pick up the pace to follow the fastest runner. The best runners can raise the level of performance of the pack.
– “One Voice, Collective Responsibility, No Silos”
We are One Team, we have a “culture of us and we, not me and I.” This is the core of any team: remembering that the success of one is intertwined with the success of all. We all win or none of us wins.
-–“Bring Solutions, Not Problems”
Lots of people can find problems, some people can find solutions. Fewer yet can implement. Part of management is owning your area. If problems arise (and they most certainly will or we would not need managers), you need to own the solution. You are the “boots on the ground,” the person with intimate knowledge. To manage your turf and earn “empowerment,” you have to know how to solve problems as well as find them. Likewise, team-oriented bosses give the initiative to the “manager in the field.” Usually a range of solutions will work, the exact right one is not really knowable until after the fact. As long as it appears feasible, most times a “7” plan with “10” execution beats a “10” plan with a “7” execution.