Last week we discussed that one of the many roles in leadership is overseeing a team of people with an eye to each person’s level of engagement; i.e. assessing each person’s commitment to the mission of the team. I pointed out that this becomes more important with time since one person’s lack of full engagement can actually breed a similar attitude of disengagement in other members of the team.
One of the many roles in leadership is overseeing a team of people with an eye to each person’s level of engagement; i.e. assessing each person’s commitment to the mission of the team. This becomes more important with time since one person’s lack of full engagement can actually breed a similar attitude in other members of the team. Therefore, disengagement is best detected early and addressed before it spreads.
This first of two blogs will address the question of how to detect some symptoms of disengagement.
The more time I spend as a friend of people who are in leadership, the more I become convinced that the greatest leaders I know are perpetual learners.
In some ways it seems like a backwards statement that the best leaders are those who continue to learn about leadership. Yet this is what I continue to observe…good leaders are curious and humble; they desire to improve their understanding and ability. These factors cause such leaders to remain students of leadership and see themselves as such: they persist as students, rather than masters - of their leadership passion.
A Guest Blog by Dennis Trittin
(reprinted here with permission)
Looking back on your life so far, do you have any regrets? Are there things you did and wish you hadn’t—or things you didn’t do and wish you had? Any relationships that are strained? Opportunities missed? Bridges burned?
Burn the Boats
By Craig Huntington (to see original, click HERE)
I’ve always said that the difference between history’s boldest accomplishments and its most staggering failures is often, simply, the degree of someone’s commitment.
It’s making the decision to go all in to achieve something important.
You know… jump in with both feet.
Go big or go home.
And a personal favorite: Burn the Boats.
Recently while completing a course sponsored by FEMA (the Federal Emergency Management Agency), I read a section in the syllabus about setting goals. It is so simple and memorable that I decided to share it with my friends. The concept is built around the acronym “SMART”.
Here it is:
Developing a Goal Statement
Your goal statement expresses what you hope to achieve... [Effective] ...goals should be:
I have a friend who was recently promoted to a leadership position. He is now leading the same group where he was previously one of the team members; now he is the leader of the team.
The transition is a bit tricky - because through the course of time prior to his new appointment, he had become good friends with those he now leads. Whereas once he was part of the gang; now he is leader of the pack.
As happens so often, I had a fun and interesting meeting with a company recently. Those who were present in the meeting included the members of the company’s governing board and the senior management team. And, thankfully, this particular leadership team is truly a capable and gifted team.
Their question, “How can we increase sales?”
My response, “What is the nature of your mission in one sentence?”