British poet and lexicographer Samuel Johnson said, “Almost every man wastes part of his life in attempts to display qualities which he does not possess.” If you have an image in your mind of what talents people are supposed to have, yet you do not possess them, then you will have a difficult time finding your true strengths. You need to discover and develop who you are. Here are a few suggestions to help you: Continue reading “Finding Your Own Strength Zone”
Category: Leaders’ Responsibility
Every leader faces tough times and that’s when leaders distinguish themselves and show who they really are. Leading others can be very difficult and can take great courage. Of course, it’s not that way all of the time. About 95 percent of the decisions a CEO makes could be made by a reasonably intelligent high school graduate. What is often required is common sense. But CEOs don’t get paid for those decisions; they get paid for the other 5 percent! Those are the tough calls. Every change, every challenge, and every crisis requires a tough call, and the way those are handled is what separates good leaders from the rest.
How do you know when you’re facing a tough call and need to be at your best as a leader? You’ll know when the decision is marked by these three things: Continue reading “Making The Tough Call”
As a good leader you have to guard against the human natural bent such as selfish, greedy and dishonest. Asking yourself questions to help you define reality isn’t enough. You have to do more. Here are four practices to help you to become better leader.
Admit Your Weakness
Try to train yourself by voice weakness such as “I
y if you won’t face reality. As a good leader, it is important to know where is time
to get help from other to sove the problem for great of good.
The old saying “birds of a feather flock together” is really true. Normally people like to be around people who are like them. That may be a good thing when they want to have fun, but it can be a bad thing when you want to lead well. As a leader, you need people to complete yourself, to be strong where you are am weak. An effective leadership team has members who complement one another.
One of the pitfalls that can stop potential leaders is the desire to focus on vision to the detriment of facing reality. But good leaders are both visionary and realistic. The Law of the Scoreboard in from John C. Maxwell book The 17 Indisputable Laws of Teamwork states, “The team can make adjustments when it knows where it stands.” In other words, reality is the foundation positive change. If you don’t face reality, then you will not be able to make necessary changes.
Bill Easum, president and senior managing partner in Easum, Bandy and Associates asserts, “Realistic leaders are objective enough to minimize illusions. They understand that self-deception can cost them their vision.” That was true for me. My high belief in people and my desire to protect people I loved got in the way of facing the truth—and being honest with them when their performance was hurting the company.
If you are optimistic, and you naturally encourage people, as do, then you may need to take extra care to look reality in the eye and keel’ yourself grounded. Continually cast a realistic eye on
• The Situation—it is often worse than you think.
• The Process—it usually takes longer than you think. • The Price—it always costs more than you think.
If you lack realism today, then you may lack credibility with others tomorrow. As people says, “Facing current reality is o: nasty, but necessary.”
Leader’s responsibility can be define reality was from leadership expert and author Max DePree. His assertion made sense to me instantly. And Humorist Garrison Keillor, who said, “Sometimes you have to look reality in the eye and deny it.”
You Can’t Define What You Don’t See
In the reality world, people change only when they hurt enough that they have to, learn enough that they want to, or receive enough that they are able to. For example in my case, pain prompted me to learn. In 2005, I came to face-to-face with a painful reality: one of my companies was steadily losing money and its efforts seemed to be going in too many directions. This problem did not appear suddenly. For five years there had been indicators that I should make changes, but I was unwilling to make them. I needed to change my leadership team, but I didn’t want to do it. I loved my inner circle. And year after year, I was willing to absorb the small losses that the company experienced. But after five years, the losses began to add up and take their toll. Continue reading “A Leader’s First Responsibility Is to Define Reality”