In my last post, I wrote about the important task that a leader has in answering the question of what for their team or organization.
What matters? What should I do? What is your Vision?
A great way to answer that question is through the creation of goals.
In my experience, I’ve found that effective goals are specific, challenging, provide line-of-sight, have a time-frame, are measurable, and are followed up on.
What?
It’s the first question a leader must answer.
This lesson was brought home to me as I was coaching my youngest son in baseball.
Throughout the game, I found myself becoming increasingly frustrated as I kept hollering for him to “back up the pitcher.” I didn’t understand why I had to keep getting on him for it.
After the game, as we were driving home, he asked me what I meant by ‘back up the pitcher?”
My heart sank. I had assumed that he knew what I meant. I knew what it was that I wanted, but I hadn’t communicated the what in a way that he could understand.
Some of the healthiest marriages I’ve observed are ironically partnerships of two people who have learned not just to fight, but how to fight well.
Each accepts that the other brings a unique personality and perspective to the table. And each understands that the partnership is stronger when each focuses on the other’s strengths and not on their weaknesses. Both learn that a strong partnership is a result of open and honest communication, and the goal is personal and professional growth.
As with marriage, many make the incorrect assumption that the best teams are conflict free. They often equate conflict with dysfunction. It’s an assumption that can lead to misaligned expectations (for others and for oneself), hurt feelings that turn into wounds, resentment and mediocrity.
Conflict in teams is beneficial when it:
Albert Einstein once said “You have to learn the rules of the game. And then, you have to play better than anyone else.”
We are not born successful. Whether you have talent in a particular area or not, you have to work hard to become successful. The truth is, you can become successful at almost anything you set your mind to.
Through the years I’ve learned there are certain things we can do to become successful at almost anything. Here are 7 that I’ve identified.
The first rule of success is to find what you love and do it. Exerting energy in the work of something that you don’t enjoy is not sustainable. Eventually you will burn out. Continue Reading…
Recently I blogged about how performance measurement aids in creating high-performance cultures. But performance measurement should never eclipse an organization’s most powerful asset- people.
Metrics and measures have a funny way of pushing their way into the forefront of a leaders attention, particularly during times when they’re facing economic hardship or increased stress. Often they hole-up in their office and stare at numbers on their screen thinking that if they just stare hard enough, maybe they’ll move. They retreat and spend less time with their team.
When I see that happening, I encourage leaders to get out of the office and invest in their people first. I’ve found that when we do that, the numbers will almost always correct themselves.
Performance measurement begins with investing in people.
In his book, The Carolina Way, Dean Smith says that it’s critical to focus on people and process, not on winning. Winning will be the end result. His rational – If
Success is often a result of hard work. But it’s important to recognize that failure, too, is often a result of hard work. As leaders, we must recognize the difference between working hard and working smart; not just for ourselves, but for those we lead.
Here’s a simple truth: working hard on the wrong things does not make one successful.
Too many people work hard at making sure that they’re doing things right, but fail to consider first whether they’re doing the right things.
Here are a few signs that one may be falling into that rut:
If you can identify, take solace in the knowledge that it is entirely our doing, and that means that it can be entirely our undoing.
Here are a few actions that one can take now to begin to turn things around.
Recently, on Twitter, I got into a disagreement with someone on the difference between the role of a manager and the role of a leader. Those who know me, know that I love disagreement. Agreeable disagreement causes us to examine our beliefs and it challenges us to make sure that we’re practicing what we preach.
I believe that there are very distinct differences between the role of a manager and the role of a leader. But the roles should not be in conflict with each other. Sustainable, high-performance organizations recognize that there is a symbiotic relationship between managers and leaders and they ensure that both are being utilized effectively.
I believe that we manage things (processes, procedures and outcomes) and we lead people (employees, customers and others).
Here are examples of differences that I’ve identified (I’d love to hear yours in the comment section below):
A manager focuses on process and procedure, a leader focuses on people.
A manager administrates. A leader envisions. Continue Reading…
