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.”
Continue reading “Leadership Vision And Fantasy”
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”
Baseball player Earl Wilson, the first black pitcher for the Boston Red Sox, quipped, “Experience enables you to recognize a mistake when you make it again.” Let’s face it: we’re going to make mistakes. Too much happens to us in life for us to be able to understand all of it. Our experience overwhelms our understanding. And no matter how smart we are, our understanding will never catch up with our experience.
So what is a person to do? Make the most of what we can understand. Some people do that in two ways. First, at the end of each day they try to remember to ask themselves, “What did I learn today?” That prompts me to “review the page” of my notebook for the day. The second thing they do is take the last week of every year to spend time reviewing the previous twelve months. They reflect on their experiences—successes and failures, goals accomplished and dreams unmet, the relationships that built and the ones that lost. In this way, you will be able try to help close some of the gap between what is experience and what is understand.
Continue reading “We All Experience More Than We Understand”
We all begin our lives as empty notebooks. Every day we have an opportunity to record new experiences on our pages. With the turning of each page, we gain more knowledge and understanding. Ideally, as we progress our notebook becomes filled with notations and observations. The problem is that not all people make the best use of their notebooks.
Some people seem to leave the notebook closed most of their lives. They rarely jot down anything at all. Others fill their pages, but they never take the time to reflect on them and gain greater wisdom and understanding. But a few not= only make a record of what they experience; they linger over it and ponder its meaning. They reread what is written and reflect on it. Reflection turns experience into insight, so they not only live the experience but learn from it. They understand that time is on their side if they use their notebook as a learning tool, not just as a calendar. They have come to understand a secret. Experience teaches nothing, but evaluated experience teaches everything. Continue reading “How Will Experience Mark You?”
According to the Pareto principle, also known as the 80/20 principle explained that when your eyes were opened:
- 80 percent of traffic jams occur on 20 percent of the roads.
- 80 percent of beer is consumed by 20 percent of drinkers.
- 80 percent of classroom participation comes from 20 percent of students.
- 80 percent of the time you wear 20 percent of your clothes.
- 80 percent of the profits come from only 20 percent of the customers
- 80 percent of problems are generated by 20 percent of the employees.
- 80 percent of sales are generated by 20 percent of the salespeople.
- 80 percent of all decisions can be made on 20 percent of the information.
What an eye opener! It meant that the best 20 percent of activities were sixteen times more productive than the remaining 80 percent. If I wanted to decrease the complexity of my life and increase my productivity, then I needed to focus on my top 20 percent. That day in the classroom I realized two things: I was doing too many things, and the things I was doing were often the wrong things. And that is a recipe for an ineffective life.
Defining Moments Show Us Who We Really Are
Most days in our lives come and go they are much like all the others and don’t stand out. But there are a few days that are unlike all the others. They do stand out because they give us an opportunity to stand up, be set apart from the rest of the crowd, and seize that moment or to remain sitting with the rest of the crowd and let it pass. These moments which bring for better or worse condition define us and they show us what we are really made of. We often focus on the milestones of life, important events that mark seasons and accomplishments. We happily anticipate a graduation, wedding, or promotion. But some of our defining moments come as a total surprise, often appearing during times of crisis:
• Facing a personal failure
• Taking a stand on an issue
• Experiencing suffering
• Being asked to forgive
• Making an unpleasant choice Continue reading “Strategic Management To Become Better Leader”
One of the leaders that popular is Winston Churchill, England’s prime minister who stood up against the Nazis during World War II. He was a leader’s leader! He once remarked, “In every age there comes a time when a leader must come forward to meet the needs of the hour. Therefore, there is no potential leader who does not have an opportunity to make a positive difference in society. Tragically, there are times when a leader does not rise to the hour.”
What determines whether a leader emerges to meet the challenge of the hour? More to the point, what will determine whether you will step forward to successfully meet the challenges you face? The determination factor is how you handle certain critical moments in your life. These moments will define who you are as a person and as a leader.
How Will You Be Defined?
If you are familiar with philosophy of leadership and, then you know that everyone have their own opportunities to growth. In fact that, there is a not overnight success and from the core principles of John C. Maxwell there is Law of Process call “The Irrefutable Laws of Leadership” which states, “Leadership develops daily, not in a day”. In additional, the choices we make in critical moments help to form us and to inform others about who are we.