The posts on this blog have been primarily about effective behaviors of good leadership. But leaders do not exist in a vacuum, and it’s important to remember that much of the work in a high-achieving organization is accomplished by the “followers.” The readings on this site focus on things leaders do to keep those followers engaged and motivated. Let’s take a moment to look at the big picture of follower engagement. I know that sounds like a buzzword, but you can call it whatever you like; keeping people happy, firing people up, making people feel loved, keeping them on your side, maintaining loyalty, whatever.
Effective Leaders have Vision, but what IS “Vision”?!
So many believe that leaders are “visionary”. It’s true – but a problem is this:
The concept of vision is “out there”, esoteric, hard to grasp. Aren’t visionary leaders somehow “special” in that regard? How can you “teach” vision?
A working definition of “Vision” as it applies to leaders:
Vision is a two-fold ability:
1) the ability to accurately see the current reality of the organization/situation, and
2) the ability to creatively see the possibilities of the organization/situation.
Effective Leaders Pick up the Phone
What’s your biggest current dilemma? If you don’t have one, then…
What one thing on your to-do list do you keep procrastinating on because you are unsure how to proceed? If you still don’t have something, then…
What is one decision that you have yet to make this week?
Effective Leaders Pause and Listen
This morning, I read an article in T+D by Nance Guilmartin about the importance of cultivating humility in an organization’s leaders.
She poses a great question:
“What don’t I know I don’t know?”
Putting the needs of others first, and acting in support of your organization are key elements of servant leadership. That’s basic.
But there can be an arrogance there, too. You can assume that you know what is needed – because you’re the leader, and you ought to know.
This is what Peter Block refers to as a paternalistic view of leadership — “taking care” of people who “don’t know better” as opposed to a true commitment to learning what is needed.
Example:
Leaders Model the Behavior they Expect
What would it be like if the managers modeled the behavior that ought to be expected?
Ever seen a train? Ever seen the cars pass the engine? Never. If you’re a leader, and you do things at level 10, your followers will likely do them at an “8”. If you have a rough day, and your effort is a “7”, expect your followers to be at a “5”.
To paraphrase Kouzes and Posner:
Leaders model the way by setting the example for others in ways that are consistent with their values. This promotes consistent progress and building of commitment.
Leaders increase effectiveness by changing things up
I’ve been reading about the Adaptation Principle. This can take on many forms depending on the venue (it’s very popular in exercise physiology), but in organizations it goes something like this:
When we get used to things, we don’t notice them as much. We also don’t think about their meaning.
Examples:
Breath Support to the End of the Phrase is a Key Deliverable
But what if teachers in general (and band/choir/orchestra directors specifically) studied best practices in business – both management from an organizational standpoint, and from a team-building/customer service/human relations standpoint?
And what if business leaders approached their businesses, and especially their people, as though they were volunteers (like band students) who could – and would – walk away from things if they didn’t think their time and energy were well-spent?
Recommended book of the week – Leadership Is an Art
Alan’s recommended books – Leadership Is an Art. Thanks for the reminder, Dane.
Things successful leaders avoid saying (Part 1)
Successful leaders consistently find ways to avoid “me, myself, and I” in their communications; this keeps the focus on others. A nice exception; the use of personal failures to make points. Self-deprecation is…
Leadership Problem: Grace vs. Enabling
Cut people some slack. Really, you never know what kind of a day they’re having, how bad their insomnia is, whether they’ve suffered a major loss, or whatever other darkness they carry.
Paul had an iPod in class, and earbuds in his ears. This is a no-no, and standard procedure is to temporarily confiscate it for the day. I reached out my hand, and he gave me a steely glare and said “It’s mine. I’m NOT handing it to you.”
Uh-oh.