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This month, in The Platform Builders Mastermind group, we are working our way through Simon Sinek’s recently released “Leaders Eat Last – Why Some Teams Pull Together and Others Don’t.”
Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.
This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them. A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.
What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get. In this post, the final of four, I will attempt to capture the basic thoughts of the eight parts of the book.
PART 7: A SOCIETY OF ADDICTS
AT THE CENTER OF ALL OUR PROBLEMS IS US – A very enlightening chapter that explains a lot about some of the cultural problems we are facing and how they translate into the way we lead. Our desire for immediate gratification has taken many of us off our A-game.
Sinek makes a great observation when he says, “Leadership is about taking responsibility for lives and not numbers. Managers look after our numbers and our results and leaders look after us.” Seems like we currently have a shortage of leaders.
AT ANY EXPENSE – The demand for results, and achieving them now, has thrown us completely out of balance. Dopamine is a good thing when taken in moderation. Unfortunately, the recognition for achievement had created an addiction that is as contagious as the plague.
I have to go back to one of the statements I made in an earlier post. We have moved from a collaborative to a competitive culture and the desire, and demand, to keep up with the Jones’ has resulted in a somewhat overlooked epidemic of dopamine addiction.
THE ABSTRACT GENERATION – This chapter really hit home for me. I have often described Generation Y as the entitlement generation. I don’t know that I would go back on that statement entirely, but I do have a very different perspective after listening to what “Simon says.”
Our culture of immediate gratification has created a generation that expects things to happen now – so why wouldn’t they expect that? The difference is that I understand more of the why behind their actions and attitude and realize that success will not come from changing them, but from embracing them and using the strengths they do bring to the table.
PART 8: BECOMING A LEADER
STEP 12 – An interesting comparison the the alcoholics anonymous 12 step approach to recovery. The great point made by Sinek here is that service is the key to breaking the dopamine addictions in our organizations. Serving puts the real focus back on the people and not on the numbers and the interesting thing is that focusing on the people has actually shown to produce the numbers.
SHARED STRUGGLE – This was a great chapter! The idea is that we ultimately perform our best when we are backed into a corner and have no other choice than to depend on those around us to get through the current challenge. The power of working collectively as a team, sharing in the struggle, has a special way of bringing out the best in us. Oxytocin anyone?
WE NEED MORE LEADERS – How about this gem from Sinek: “Leadership is not a license to do less; it is a responsibility to do more.” We have lots of “leaders” in our lives, unfortunately not all of them are leading.
Sinek continues to finish strong, suggesting that leadership is about “committing to the well-being of those in our care and having the willingness to make sacrifices to see their interests advanced so that they may carry our banner long after we are gone.” And then closes the book with what I consider a very powerful “call to action” for all of us …
LET US ALL BE THE LEADERS WE WISH WE HAD
– Simon Sinek (TWEET THIS)
We were honored to have Simon join The Platform Builders on a call this week as we wrapped up our mastermind study on the book. All I can say is WOW! He added so much value to our tribe in just a short while. One golden pearl of wisdom and inspiration after another. There will several takeaways but I will leave you today with this one, “True fulfillment comes from serving those that serve others.” (Tweet This)
That statement came along with the story of his trip home from Afghanistan on a Military flight in which he shared the back end of the plane for nine hours accompanied by only the flag draped casket of a fallen soldier. His reflection … “You want to talk about a life impacting experience that puts things in perspective!” We still have much to hear from Mr. Sinek and I for one, can’t wait!
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]]>This month, in The Platform Builders Mastermind group, we are working our way through Simon Sinek’s recently released “Leaders Eat Last – Why Some Teams Pull Together and Others Don’t.”
Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.
This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them. A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.
What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get. In this post, the third of four, I will attempt to capture the basic thoughts of the eight parts of the book.
PART 5: THE ABSTRACT CHALLENGE
ABSTRACTION KILLS – Interesting how much our behavior changes when we are not directly connected to the outcome. Sinek provides an interesting look at how what can happen when we simply follow orders or instructions and disconnect from the results of our actions when we don’t actually “see” the outcome of them.
MODERN ABSTRACTION – A great discussion on the impact of what happens when a employer or leader becomes more concerned about the numbers than the people. Caring about your people will produce the numbers. Never forget that!
MANAGING THE ABSTRACTION – A great quote from this chapter “We like to actually be around people who are like us. It makes us feel like we belong.” As good as the virtual world is becoming, it will never replace sharing the same physical space with like-minded individuals.
IMBALANCE – Simple but powerful thought here. No matter how good something may be, or appear to be, it still needs to remain in balance with everything else. Too much abundance can be a damaging as not enough – maybe even worse!
PART 6: DESTRUCTIVE ABUNDANCE
LEADERSHIP LESSON 1 – So Goes The Culture, So Goes The Company – Culture trumps everything. A leader must provide focus and intentionally keep the culture of the company as a priority. Sinek quotes a former Goldman Sachs employee who described the company as “an environement with no trust, no mutual respect, and above all, no accountability when things went wrong.”
LEADERSHIP LESSON 2 – So Goes The Leader, So Goes The Culture – Some great thoughts here about leaders that empower their people. Your people will act as you do and treat others as they are treated.
LEADERSHIP LESSON 3 – Integrity Matters – A great piece of wisdom here with this one, “Integrity is not about being honest when we agree with each other; it is also about being honest when we disagree, or even more important, when we make mistakes or missteps.”
LEADERSHIP LESSON 4 – Friends Matter – Sinek suggests that cooperation doesn’t mean agreement, it means working together to advance the greater good, to serve those who rely on our protection, not to rack up wins to serve our team or ourselves. We need friendly relationships and need to keep our agenda separate in order to work cooperatively. (Tweet This)
LEADERSHIP LESSON 5 – Lead The People, Not The Numbers – A great observation made here by Sinek, “When a leader has the humility to distribute power across the organization, the strength of the company becomes less dependent on one person and is thus better able to survive.” Building up your people and making sure that they have a path to success is leadership, not the bottom line. Lead well, and the bottom line will take care of itself.
HOLDING YOUR PEOPLE ACCOUNTABLE
My favorite take from this section of the book comes from Sinek’s summary of Captain David Marquet’s Turn the Ship Around. He says this, “It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are all well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.”
Read that again and just think about it for a minute. Does that describe your leadership style? How about the person that is leading you?
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]]>This month, in The Platform Builders Mastermind group, we are working our way through Simon Sinek’s recently released “Leaders Eat Last – Why Some Teams Pull Together and Others Don’t.”
Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.
This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them. A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.
What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get. In this post, the second of four, I will attempt to capture the basic thoughts of the eight parts of the book.
PART 3: REALITY
THE COURAGE TO DO THE RIGHT THING – Sinek tells the story of an air traffic controller that broke the rules and as a result, saved over a hundred lives. The point of the story is that sometimes it’s ok to break the rules, because it’s the right thing to do.
The bigger point of the story is that we have created a culture of non-thinking rule followers that use those very rules to justify making the wrong decision just because “that’s what they were told to do.” Sinek goes on to discuss the idea of trust and offers this great thought: “We don’t just trust people to obey the rules, we also trust that they will know when to break them.”
SNOWMOBILE IN THE DESERT – Another great chapter! We are the most advanced creature on the planet and yet, have the most difficult time working collaboratively towards common goals. Sinek suggests that people are not the problem in most cases when discussing our cooperative efforts.
Our culture is so competitive that in most of the environments that we work in, we are judged on personal performance. This creates a natural condition pushing us to do better than the next guy. Sound like looking our for #1 to me. Create an environment in which your people can thrive, and they will! (Tweet This)
PART 4: HOW WE GOT HERE
THE BOOM BEFORE THE BUST – This is Sinek’s look at how the economic health of the nation has impacted leadership. The roaring twenties were a time of prosperity and wealth never seen before. Then the stock market crash hit in 1929 beginning a depression lasting until nearly 1942. Going to war is widely accepted as the event that pulled us out of that depression.
The point he makes is that like in anything, there has to be balance. He makes a great comparison between the good times and the bad – at least from a leadership perspective. The generations that have produced great security and stability have focused on leadership and service, not excess and consumerism. Hmm, isn’t that interesting!
THE BOOMERS ALL GROWN UP – Sinek takes a look at the three stock market crashes we have endured since the baby boomers took over running government and business. There has clearly been a shift to the idea that people are as disposable as products. We have moved away from a strong sense of community and now focus on protecting “what is ours.”
This may be one of the strongest thoughts in the book – “There are smart executives running companies and managing systems, but there seems to be a distinct lack of strong leaders to lead the people.” I wonder if the leaders still exist but there no longer exists a job description that includes them. Just sayin’
Here is Sinek’s bottom line that I take away from this section of the book. “It’s not how smart the people in the organization are; it’s how well they work together that is the true indicator of future success or the ability to manage through struggle.”
Read that again and just think about it for a minute. Does it apply to your current environment?
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One of the issues that concerns me about our future is the gap in leadership that has I have often seen in our next generation, otherwise known as Generation Y.
I’m not big into playing the blame game, but because I am in the group that I hold partially responsible for the predicament we are in, I will go ahead and bring it up. If you are in your 40’s or 50’s, you (we) may have dropped the ball when it comes to the influence we had on the 20 and 30 somethings.
Admittedly I am speaking in broad generalities here, but nonetheless, somebody fell short in teaching leadership skills to the millennials and seeing how we raised them, I guess that makes it us. Enough said on that, it’s time to look forward and not back.
In my travels to Orlando and Las Vegas over the last three weeks, I encountered two 22 year olds that really impressed me. This will be a two part post to introduce you to a couple of kids (I can say that because my own kids are 21 and 23) that proved to me that we will indeed, have some solid individuals taking care of us one day.
Sometimes I just walk and think.
Let me introduce you to Ben. Ben works as a server at the Hard Rock Cafe in Las Vegas. My wife Michelle, was in some classes so I decided to do what I sometimes do, go walk and think. If you ever have been on the Las Vegas strip, you know how hard it can be to think. I decided to stop and get some lunch and Hard Rock seemed to be as good of a choice as any.
I got seated and then this younger guy comes over to me and sits down at my table and says “Hi, I’m Ben, what can I get for you.” His demeanor alone, told me that he was an A game player. Very self confident and looked me right in the eye when he spoke to me. You don’t always see that anymore.
He made me feel like I was the only guy in the place.
He was busy, but made it a point to check in on me every time he went by my table. I was by myself and I am sure he knew that I was not going to be a big ticket item in his section, but he continued to treat me like I was the only guy sitting out on the patio. I am alwys intrigued by these young “go-getters” and I struck up a conversation with him. I wanted to know what made this guy tick.
Turns out that his family had a restaurant back in New York that he started working at when he was 16. Seven months ago he headed west in search of among other things, some nicer weather. I asked how he got such a good job so quickly being a newbie in town and his response told the whole story.
He had filled out the on-line application for Hard Rock but knew that a face-to-face meeting could make a bigger difference in getting the job. He intentionally wandered into Hard Rock one day and was able to speak with a manager. The manager was immediately impressed and he had his second interview during the same visit.
Shortly thereafter, he was invited for a third interview and a week later was going through orientation. So what is the point of all this? Well to me, it’s pretty simple. Ben decided to happen to life and not wait for life to happen to him. (Tweet This) I wonder how many other applications sat on a hard drive while the applicants sat on their couch waiting for a call.
I will never forget that meal.
Ben said he loves the interaction with his customers as much as any part of his job and his actions definitely supported that. I think most would agree that going out to eat is more about the experience than the meal and Ben made mine memorable.
At only 22, I asked him what he wanted to eventually do, what were his big aspirations? His response; he wants to eventually get into fine dining. I didn’t think about it at the time but I would guess it is partially because he will have the opportunity to make someone’s night out a memorable experience that won’t soon be forgotten.
My guess – Ben will be exceeding expectations in some really nice dining establishment someday and probably sooner than later. Ben was one of those individuals that you can just tell will achieve his dreams. Ben, at 22, was leading by example in his respective industry, and making a difference in the lives of those he serves.
THE QUESTION: Do you have clarity on what it is that you want to achieve?
THE CHALLENGE: Do something today that will get you one step closer to reaching that dream.
Later this week I will introduce you to Stephanie, who works in the world’s largest Marriott.
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]]>This month, in The Platform Builders Mastermind group, we are working our way through Simon Sinek’s recently released “Leaders Eat Last – Why Some Teams Pull Together and Others Don’t.”
Sinek, the author of Start With Why, provides a deep look into what creates the most effective teams and more importantly, what keeps them working together, even during the most difficult of times.
This is one of those books that will take you a little bit longer to read because so many thoughts require you to take another look, just to make sure you understood the power behind them. A phenomenal effort by Sinek, Leaders Eat Last not only looks at the dynamic of the team but of the individuals that make up that team.
What really sets this book apart is Sinek’s unique look at why some people make good leaders and others don’t and the “why” behind the results they get. In this post, the first of four, I will attempt to capture the basic thoughts of the eight parts of the book.
PART 1: OUR NEED TO FEEL SAFE
PROTECTION FROM ABOVE – Sinek starts out the book telling the story of pilot Johnny Bravo and about his courageous actions from the battlefield. When asked why he risked his own life to protect the lives of his fellow soldiers, he simply responded “Because they would have done it for me.” Are you willing to do for others what you would expect them to do for you?
EMPLOYEES ARE PEOPLE TOO – The second chapter is built around this great thought from Sinek: “The leaders of great organizations do not see people as a commodity to be managed to help grow the money. They see the money as the commodity to be managed to help grow the people.” Imagine that … focusing on people before profits. Isn’t that interesting?
BELONGING – Sinek introduces the concept of a “Circle Of Safety.” We all want to belong to something and when a culture is created that not only provides the opportunity to be part of it, but also provides security and stability, then engagement, fulfillment and productivity go up as well.
YEAH, BUT … – This is a great chapter. Sinek explores the idea that it is not extra work and long hours that stress people out, but rather the loss of control. When we are able to control our environment, we are much more inclined to remain engaged and loyal to our team.
PART 2: POWERFUL FORCES
WHEN ENOUGH WAS ENOUGH – If you are reading this, you probably already have more than enough. In other words, your basic needs have been met and you are living more abundantly than most of the people on this planet. Sinek begins to take a look at the physiological reasons that influence our thoughts and actions.
E.D.S.O. – Chapter 6 provides a clear picture of the four primary chemical incentives in our bodies and what happens when these chemicals are released.
- Endorphins – This chemical masks physical pain. This is what makes you feel good after strenuous physical activity.
- Dopamine – This is the chemical that makes us feel satisfied, a sense of achievement or accomplishment.
- Sarotonin – This chemical provides a feeling of pride, respect or value. This builds our self-esteem.
- Oxytocin – This is what enables us to form friendships, feel love, and build deep trust.
Sinek does a masterful job describing how all of these play into our role as a leader.
THE BIG C – No, not that one. Cortisol is responsible for the stress and anxiety that we feel when something goes bump in the night. It is our bodies way of telling us that something is not right. The problem is that although it is a defense mechanism, it also puts strain on our body. Using it to our advantage is the challenge.
WHY WE HAVE LEADERS – In order to function as a productive team, organization, or community, someone has to make the first move. Someone has to lead. Someone has to set a course in a new direction or we will simply exist where we are. Someone has to make the first sacrifice so others can follow.
I know we are early in the year, but I have a pretty strong feeling that Leaders Eat Last will be one of my top books for 2014. I actually had to good fortune to meet Simon Sinek earlier this week and hear him speak from the stage.
I can tell you this much, Sinek is the real deal. In a crowded hotel lobby, he gave me his undivided attention and made me feel like the only one in the room. He practices what he preaches and is consistent with his message.
Pulling from his highly viewed TEDTalk video, “People don’t buy into what you do, they buy into why you do it,” (Tweet This / Post to LinkedIn) Leaders Eat Last will fill you in on the “why” that leaders use to lead.
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It has not even been 24 hours since Nelson Mandela’s time here on earth came to an end. Most reading this probably know that Mandela has been in poor health for quite some time. Still, when that day finally comes, it seems so surreal.
Since his release from prison in 1990, Mandela’s name has stayed prominent among most circles involving leadership. If there was ever a man who understood the power of influence, it was Mandela.
If you have run in any of John Maxwell’s circles, you no doubt know that meeting Mandela is now one thing John had on his bucket list he will never fulfill. He got close a time or two but it just never worked out. I have heard John talk about Mandela numerous times and it always impressed me how well thought of Mandela was in John’s eyes. No doubt Maxwell is a Leadership Icon himself, but for him to think so highly of another leader clearly indicates how highly respected Mandela was.
I am always impressed listening to leaders speak of other leaders. There is just something special about the acknowledgement of greatness between peers. I can’t honestly say that I have studied the life and times of Nelson Mandela, nor could I tell you that much about his political views, but I do know he had incredible influence.
I don’t think I can really add to the mass amount of information currently being posted about Mandela’s life but there is one thing that I have been thinking about. Mandela was loved by millions. He was someone that so many respected and adored. So the question that comes to mind to me is “Am I the type of person that people will look up to and appreciate?” “Am I on anyone’s bucket list?”
I don’t know if I am or not but it does make me think. What do you need to do to be on someone’s bucket list. What is the one thing that could make the difference? I think it is integrity.
Think about someone you look up to. Someone you would like to spend time with. Why? For me, it would be because they are real. They do the right thing for the right reasons. Integrity represents something you can believe in. We all have to make choices and I realize nobody makes the right choice every time. It’s just that some do it much more than others.
I think this quote by Mandela sums it up for me; “If I had my time over I would do the same again. So would any man who dares call himself a man.”
I think that describes integrity to a certain extent. People of integrity don’t play the do-over card. [Tweet Now] They own their mistakes and learn from them. If I dig a little deeper into this quote with my personal take, I hear this;
“I do what I do because I believe in it. I know I will make mistakes but that is the nature of man, and I would not do over what I felt was the right decision even if the outcome was not exactly what I desired. Why? Because without mistakes there is no learning and with no learning there is no progress.”
I am not making a statement regarding Mandela’s beliefs or actions, but I make a bold statement that he believed in what he was doing and stood by it, even risked his life for those beliefs. How many people can you say that about?
A short question for you today, but I believe a powerful one; “Who’s bucket list are you on?” RIP Nelson Mandela
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Happy Holidays everyone! We are definitely finishing strong with this month’s book mastermind. Adversaries Into Allies – Win People Over Without Manipulation or Coercion, by Bob Burg, gives a fresh look into how we can influence others while maintaining our integrity and character.
Some of you probably recognize Burg as the co-author of The Go-Giver, but this one is all his and according to the author, his finest work – the book he was meant to write.
Burg starts out by introducing us to the idea of Ultimate Influence ==> the ability to get the results you want from others while making them feel genuinely good about themselves, about the process, and about you. You get that little piece of wisdom on the first page of the introduction. So far, it only get’s better from there.
Burg suggests that Ultimate Influence is based on five key principles that occur on an ongoing basis. Over the next three weeks I will break these down further but here is the list to get you thinking in the right direction.
1. Control Your Own Emotions
I have been reading a lot about “control” recently and I have to agree with Burg on this. Staying in control will always yield better and more lasting results. Our emotions push us to reacting instead of responding. Who would you rather have creating your future – you or the other person? Want results? Take control!
2. Understand the Clash of Belief Systems
As the author puts it; “Each one of us sees the world in a unique way based on a combination of upbringing, environment, schooling, popular media, and the people with whom we associate.” I love this idea. One of my mentors tells me all the time; “Hang around people that believe what you believe, but think different thoughts.” I think Burg is adding clarity to that statement. It’s not only the idea that people think differently, it’s also about how to process those differences in a productive “collaborative” way.
3. Acknowledge their Ego
This is good stuff. At the end of the day, no matter how much we are willing to give of ourselves and serve others, we still feel good one when someone acknowledges what we have done. It’s simply human nature. Unfortunately, some place too much focus on it. But Burg’s point is clear – if you want to persuade someone to your way of thinking, part of your plan better include some type of positive recognition of the way they are thinking.
4. Set the Proper Frame
Why is it that we choose to set ourselves up for failure when is most cases, with the right choices, we can set ourselves up for success? Burg suggests that we have the power to set the proper frame. It doesn’t matter if we moved first or the other person did. What matters is our last move. Why? Because that is what sets the frame for the next move. You are always one move away from success or one away from failure. [Tweet Now]
5. Communicate with Tact and Empathy
Burg makes the observation that; “Communicating tactfully displays a genuine regard for the other person, which will open the door to making him your ally.” Do first impressions matter? Hello! Think about the last time someone approached you and let’s just say “lacked a little tact” in the way they communicated. How did that make you feel? Look, people want to feel valued and they want to matter. Words matter and they matter a lot. Use them wisely. You never know when you might need an ally.
It’s hard to beat Burg’s take that pretty much frames out the rest of this series … “You’ll see that when you begin to control your emotions, consider others’ points of view and ego, create a positive atmosphere, and communicate tactfully and with empathy, you will get what you want in your personal interactions and relationships.”
We certainly have much more to look at in Adversaries Into Allies but let me leave you with this question today; “Which provides a better outcome – when they’re with you or when they’re against you?”
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1 oz. of Gold from the Yukon
Friday night I attended a “Gold Rush” season premier party. For those of you not familiar with the show, it revolves around three groups of gold miners chasing their dream to find the elusive shiny mineral and strike it rich.
Part of my interest in the Discovery Channel hit is that I personally know some of the characters. For that reason, the “behind the scenes” footage always catches my interest.
Now in season four, we have watched the characters give up or “sacrifice” the life they have at home and head north in search of buried treasure. This season, one group led by Todd Hoffman and Dave Turin is actually mining in Guyana, South America.
The show is clearly a hit, but four years ago when these men left their families behind, they had no idea if they would find gold or not. They had to make difficult choices and had to be willing to sacrifice what they had for nothing more than the hope of hitting it big.
The “on-site” action clearly makes the show but the producers have done an incredible job showing what these ambitious individuals have had to give up. Everything has a price right? This season was no different as they showed the scenes of dad’s and husband’s saying goodbye for five months.
Aside from the pure adventure of gold mining, it is clear, at least to me, that these adventurers are not only living a dream but creating a legacy. If you are a fan of the show, you know that teamwork has been the key to their success. John Maxwell gives us some sacrifices that we have to consider when we want to do more and be more when working with teams.
Make Financial Sacrifices For The Team
Most of these people have leveraged everything to get started and to acquire the needed resources to become successful miners. Decisions had to be made and they all sacrificed the security that they had to become collectively successful.
Keep Growing For The Sake Of The Team
The shows main characters have stayed pretty much the same, but some changes have been made to make sure the teams are comprised of committed individuals that are willing to do what has to be done. Whatever that might be.
Empower Others For The Sake Of The Team
This is huge to me. I have watched the leaders face very difficult decisions, yet the vision was made clear and more importantly, shared with the rest of the team. Each individual knows that they are an important part of the team and sharing in the responsibility has empowered them to work together towards that common goal.
Make Difficult Decisions For The Sake Of The Team
Every season has had major challenges and each team has had to overcome major adversity. The leaders of each group have stepped up to the plate and made those difficult decisions and owned the results. Some of the choices made have not worked out, yet they continue to not fail, but learn and become better for it.
The bottom line is this, all these individuals have sacrificed on many different levels, but the leaders have had to sacrifice their pride when making the wrong decision. They have been quick to share the success but just as quick to own their failures and in doing that, have gained the respect from their teams.
The entire world might be watching on their television set but for these men and women, every day is real. They have made sacrifices to get there and they make sacrifices every day to get it done. The leaders set the attitude by being willing to do themselves, everything they expect from their team.
My question for you today is this: Are you asking your team to make sacrifices that you are not willing to make yourself? Doing so may explain the lack of commitment you are seeing.
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Click here to listen in on October 30th as John Maxwell shares how to “Influence through Connecting”
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Barry Smith 10/28/13 photo by author © Building What Matters 2013
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I have long been a fan of Mark Miller‘s work and when I found out I had the opportunity to be on the launch team for his new book “The Heart of Leadership” I couldn’t wait to write this review.
If you have read any of Miller’s recent work, you know that he has a unique way of building a story around the premise of the book and in effect, brings the lessons and the story itself to life. The Heart of Leadership is a follow up, at least as the story goes, to “Great Leaders Grow” (read my review of Great Leaders Grow).
Blake, who got off to a great start as a young leader now finds himself stuck. Stuck in his job and stuck as a leader. He turns back to his mentor Debbie, who had previously been mentored by Blake’s father before he passed away.
Debbie introduces Blake to 5 professionals that take Blake on a journey to find what he has been missing to take his leadership to the next level. He has been missing The HEART of Leadership.
So let’s take a look at just what it is that makes up The Heart of Leadership.
HUNGER FOR WISDOM
Leaders recognize that if they want to be effective over the long haul, they need to be life long learners. They need to commit to not only increasing their knowledge but their relational skills as well. Be self confident and consistent in your beliefs and values but always be open to input, new ideas and the views and opinions of others. We can always learn, even in our failures and difficult times.
EXPECT THE BEST
Miller states it very well; “To expect the best is an attitude, a belief, a choice, a lifestyle and a trait that virtually every successful leader possesses. We believe the best about others and about ourselves.” What a powerful statement. Expecting the best is about attitude and as we all know, attitudes are contagious. Leadership character is about having a positive attitude and creating a culture that expects and produces the best.
ACCEPT RESPONSIBILITY
There may be no greater leadership character trait than owning your actions, and not only your actions, but the actions of the entire team. John Maxwell says that “everything rises and falls on leadership.” Miller makes it clear that accepting responsibility, for both the good and the bad, needs to fall on the leader. Along with that, praise needs to be shared whenever possible. Leaders with heart give the credit to others and find their success in the success of their team.
RESPOND WITH COURAGE
Miller pulls a quote from Dr. Henry Cloud; “Leaders get what they create and what they allow.” [Tweet This] It takes courage to create. Often times, leaders are faced with making difficult decisions. Responding with courage, and doing it consistently, will shape your leadership character and help to build trust. Courage is a product of confidence and confidence comes from believing in yourself.
THINK OTHERS FIRST
Leaders need followers and a leader’s responsibility is to turn those followers into other leaders. This only happens when the leader focuses on the success of those he is leading. Miller puts it like this; “It’s about who is responsible for what, and how can I, as the leader, help people to be successful?” Miller makes a valuable point that if we are to become servant leaders, we need to spend time with other servant leaders and learn how they think and understand the real reasons why they do what they do.
I think the biggest takeaway for me from this fine work was the example of an iceberg that Miller uses to describe leadership. The 10 percent above water represents your leadership skills – What you know. The 90 percent underwater represents your character – Who you are. We often judge people for what they know but the true heart of leadership comes from your character – this is the heart of leadership.
I love this quote from the author; “It is ultimately leadership character that determines our opportunity for influence and impact.“ So today I have a challenging question for you: What is included in the 90 percent of your iceberg?
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Click here for a 3-Video Series from John Maxwell and Les Brown being “Authentic and Transparent”
Click here to listen in on October 30th as John Maxwell shares how to “Influence through Connecting”
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Barry Smith 10/24/13 photo courtesy of Amazon © Building What Matters 2013
The post It Is Character That Defines “The Heart Of Leadership” appeared first on BUILDING WHAT MATTERS.COM.
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I recently finished reading Boundaries For Leaders – Results, Relationships and Being Ridiculously In Charge by Dr. Henry Cloud. Twenty years after he co-authored “Boundaries – When to Say Yes, How to Say No to Take Control of Your Life” Dr. Cloud brings a fresh look to how boundaries relate more specifically to leadership.
Dr. Cloud does an incredible job providing insight on why some people get results and others don’t. Simply stated, when we invest time beyond the boundaries “we should have” we reduce the results we achieve along the way.
Dr. Cloud has taken a complex issue and has broken it down into simple terms that every leader should be able to embrace and implement into their leadership and life style.
This will be the final of three posts exploring what it takes to lead teams, companies and cultures defined by high performance and healthy relationships.
HIGH-PERFORMANCE TEAMS
Dr. Cloud sums up the power of “high” performance teams with this statement; “Nothing drives strong teams like great performance, and what drives strong performance is a commitment to a shared vision and shared goals with behaviors and relationships aligned with reaching those goals.”
Basically he is saying that high performance teams work together on the right things at the right times. This really only comes through focusing on the things that you can control and with the clarity and focus of working on them in a strategic and specific manner. It comes down to having the right plan and working that plan.
TRUST MAKES THE TEAMS ABLE TO PERFORM
Dr. Cloud focuses this chapter on the importance of trust as related to team performance. He provides his five most important components:
Connection through Understanding – Of course it is important that we “get it” – but more important is that the other person understands and believes that we “get it.”
Motivation and Intent – We have all been there – someone offers their help or assistance but you know that their motivation is solely because they want something in return. Trust is build when there is no expectation of anything in return.
Character – There are many attributes that can describe character but in building trust, “who you are” becomes much more important that what you do or what you can provide.
Capacity and Ability – Intentions are great, but follow through is where we build, and lose trust. Part of the trust building process is being able to identify what you can actually deliver – and deliver it.
Track Record – No surprise here; what you have done in the past, in this area, is a predictor of the future. It doesn’t have to be, but that is the way it will be perceived. Perception is Reality anyone!
BOUNDARIES FOR YOURSELF
This is great – Dr. Cloud gives us a Law of Leadership: “The higher you go in leadership. the fewer external forces act upon you and dictate your focus, energy, and direction. Instead you set the terms of engagement and direct your own path, with only the reality of results to push against you.”
Read that again – remember, this book is about boundaries. As leaders, we are the only one responsible in setting our own boundaries. That being said, understanding what those boundaries will, or will not allow in is crucial. I like to think of it like this – boundaries set the perimeter, but we still need to position ourselves so we can “see over the fence” to stay aware of what is going on “outside.”
I strongly encourage any and every leader to pick up a copy of Boundaries For Leaders. Dr. Cloud provides frameworks throughout the book that can be easily applied to your leadership role.
It has been said that the greatest gap we deal with in life is “The gap between what we know and what we do.” If you want to start applying more of what you know into increasing what you do, you need to have boundaries.
My challenge today: Take a look at what is currently on your plate and make the decision to set some boundaries that will allow you to put more focus and energy into the things that you have to do that have to be done now.
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Click here for a 3-Video Series from John Maxwell and Les Brown being “Authentic and Transparent”
Click here to listen in on October 30th as John Maxwell shares how to “Influence through Connecting”
Don’t miss a single post from Building What Matters by subscribing at the top left of this page.
Help support us by clicking here and Liking our facebook page
Barry Smith 10/23/13 photo courtesy of Amazon © Building What Matters 2013
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