Archive for the ‘choice’ Category

Make a Remarkable Decision

January 2, 2008

This post comes with a tip of the hat to Seth Godin, who wrote the post that led to this one.

 Seth concludes the post by asking “Why not be great?”

Of course, I would beg to modify question, but not necessarily the sentiment.

Why not be remarkable?

This is the perfect question to ask yourself every day, in every meeting, as you look at any leadership task, as a parent, (need I go on?).

I plan to ask myself this question every day, and I urge you to do the same.

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The Focus of a Remarkable Leadership

November 21, 2007

In the third installment of my month of podcasts with Jim Canterucci we focus on focus. Specifcally we discuss:

·         The paradox of Personal Brilliance focus

·         How being contrarian can lead to innovative leadership

·         How timing comes into play

·         The ability to shift from professional to personal to family

·         How reconnection can help maintain focus

·         Seamless balance

·         Elastic focus

·         How infatuation can block innovation

·         Perspective as a component of focus

·         Content vs. process focus

You can listen to this week’s installment here. You can listen there, download to your MP3 Player, or even listen to the full interview.

Span of . . .?

September 19, 2007

Lots of leaders talk about their “span of control” – or the number of employees that report to them.  This is a case where the traditional language is no longer helpful (in fact, I would say it is counter productive.

Remarkable leaders don’t focus on control… so why think about span of control?

How about “span of care” instead?  Do you think about those you care for or those you control?

Think about it and adjust your language accordingly.

Why? Because our words make a difference.

Remarkable Choices!

July 4, 2007

Freedom U.S. Flag

Here is a post I wrote on my main blog this morning:

Today we in the United States celebrate the 231st anniversary of our Declaration of Independence. In essence, we celebrate our freedom. While declaring independence, the 56 signers of that document were, at the same time, declaring their interdependence to each other.

This paradox is not unlike the one we face in our organizations today. People want to be independent – able to make decisions and chart their career course, and yet there is more interdependence than ever – to team members, job sharing partners, collaborators, global partners and much more.

I believe the great message for us in this day, outside of pride and patriotism is not about independence, but about freedom. The freedom to choose.

The greatest freedoms afforded to citizens of the United States are the freedoms to choose, including choices like where and how to worship, where to live, what to say and what to think. It is from these freedoms that much of our national power and influence have arisen.

We can take this lesson to our organizations. Offer greater freedom. Give people more choices, offer more options. If as a leader you feel this will create chaos, you are correct at one level – some times things in the United States are a bit chaotic! But just as with my country – when the goals and objectives are clear – whether it is healing an area torn by disaster, helping friends in need, or consolidating our hearts and minds behind any cause – that freedom of choice creates creative solutions, greater engagement and fantastic results.

In our organizations we must have a clear mission – a purpose for existing that motivates and inspires those within. With this clear purpose, offering great freedom of choice won’t create greater chaos – it will create create greater results.

 I thought I would expand on it here, just a bit, from the perspective of a remarkable leader.

 As a leader we have choices to make too.  Have we (or will we) create that clear future picture of a goal or purpose?  Do we choose to keep it in the hearts and minds of our team? 

And perhaps on a more practical, daily level:

  • Do we choose to be quiet and let the opinions and ideas of others be heard?
  • Do we allow people the freedom to make choices about when and how they do their work?
  • Do we allow for individual preferences and working styles as well as individual talents?

I could go on, but this list should give you plenty to reflect on to start.  The bottom line is that we have choices to make as leaders, and those choices will signifiacantly impact how much choice those we lead have (and feel they have).

Provide them with a greater range of choices and you begin to tap into their remarkable talents, ideas and energy.  Don’t , and risk complaceny, low energy and high turnover.

It’s your choice.