Making Vision Stick [Excerpt]

I consider myself an avid reader. I also try to read very broadly to help me grow. I read books, blogs and tweets from people that don’t think like me. The excerpt below is from Andy Stanley’s book on vision, “Making Vision Stick“. An easy read that highlights the importance of keep vision out in front and helping those you lead to do the same. The excerpt:

…I like to joke that the three primary obstacles to making vision stick are success, failure, and everything inbetween. There is no season in which a leader can push autopilot and expect the organization to remain vision driven. It is possible for an organization to increase market share and profit margins while drifting from its original vision… …Success lures us into taking hands off the wheel. Failure causes us to overcorrect. Both succes and failure can lead to disaster.

… Over time organizations become more complex. Complexity is distracting for leaders. Where there were once two balls to juggle, suddenly there are three, then four and then forty. All of them are important. Where there was one good opportunity to pursue, suddenly there are three. And each new opportunity leads to yet another and another. Complexity can kill the original vision.

 

making vision stick
you must keep vision visibly in front you otherwise you will veer and derail your organization

 

If you’ve read the book, what  are your take aways? If you haven’t, do yourself a favor and read it. You can get it here.

 

disclosure: this post has affiliate links

Which Leadership Style is Best?

Not all people are the same. Leaders are also people and, as a result, are also not the same. Every leader has a different personality, worldview and disposition on different things.

The common thing to all leaders is that they exist to lead [Click to Tweet]

That is why they are there. This leaves how to lead somewhat optional. You can train leaders on the principles and strategies of leadership but you may not be able to completely shape who they become as leaders. This is because every leader has a different personality and something about it will color their leadership.

Personality profiling or strengths assessments, such as Strengths Finder, Myers Briggs, DISC and Insights, highlight different strengths people have. Leadership style has impact on those you lead and ultimately on your enterprise.

Different leadership styles are effective in different contexts. For example, leaders can take into account the personalities they lead. A relational leader may find it easier to lead and may be able to succeed in getting results from their team.

On the other hand the relational leader can put relationships ahead of results. Some leaders are more focused on the tasks, strategy and ideation. There are myriad ways of assessing and labeling leadership styles.

It is not that leaders have one leadership style per se. What is called ‘leadership style’ is generally their primary and predominant response(s) or disposition as they lead.

Which leadership style is best? Which leadership style is better than the other? Or, which is the best leadership style? None.

There is no one leadership style that is best. Neither is there one leadership style that is better than another. What makes the difference is how leaders manage themselves in leading. One of the reasons teams get frustrated with leadership is not leadership style but the context it which a particular style is employed.

Different leadership styles get better results in different contexts. The most important thing for leaders is to understand themselves and the context in which their predominant tendencies work best.

Leader, where you have shortcomings, it is prudent to lean on those on your team whose leadership styles are stronger than you in the Ares you will need.

The only instances where one leadership style is better than another is when another leadership style could be used to get best results. Screwdrivers are great but are ineffective when you need to knock a nail in.

In conclusion, no one leadership style is better than another per se. Context is what you should use to determine which leadership style will be best.

The best leadership style is the one that best fits the context [Click to Tweet]

It is not the leadership style that matters, but that it is appropriately leaned into in each context. As part of developing a healthy organization factor in discerning the leadership style needed for contexts you encounter.

Your thoughts?

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Status Quo Leadership

‘Status quo leadership’ is about carefully keeping everything neat and as it is. It is about doing anything not to upset the way things are and nothing to change them.

A leader who does this is practicing, for lack of a better term, ‘status quo leadership’. “Lack of a better term” because it is not leadership. The most obvious sign of a status quo leader is one who is always defensive about things being changed.

Continue reading “Status Quo Leadership”

Slowing Down and Appreciating The Spectacular

I saw this video from Dumt & Farligt, a Dansih TV show, where the footage was slowed down to 2,500 frames per second. Some of the subjects they chose were a little random but interesting to see at that speed. Check out the video and catch my thoughts after and please do share some of yours. Catch you after the video!

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Reflection(s): Slowing Down and Appreciating The Spectacular

Some of my thoughts while watching the video was, “these guys are insane.” I wouldn’t mind working with them. How did they choose their subjects? Crazy.” Then I think the most significant thought was,

“what spectacular thing would i like to slow down. to savor seeing it unfold in the most captivating way?”

We run through life to get to the next thing. Leadership rushes to the next big thing. To the next lab for the next level of innovation etc. We are constantly driven to the next thing. How often do we actually slow things down to appreciate their beauty as they unfold.

The video, for example, shows amazing patterns when the baseball bat meets the egg. We normally do not see the beauty in that when we look at it with our normal eyes. How often do we miss seeing the spectacular because we are not disciplined enough to slow down.

the spectacular is all around us. It is just that we don’t slow down, just enough to realize and appreciate it.

I’m not suggesting to abandon our resolve for the next innovation or moving on to, or deciding the next challenge. But that we do actually slow down, in a sense, enough to appreciate the spectacular.

It is not that there are no spectacular things happening in our lives, leadership and enterprises, it is just that we never slow down, just that much slower to actually appreciate them enough.

What would you love to have seen in the video? What is the spectacular that you feel people never slow down, just enough to see and appreciate?

 

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Not Everyone You “Lead” Follows You

Not everyone you lead is following you. That may sting some leaders’ ego. Being on your team is not synonymous with being on the same page. Neither is it clear declaration of motives.

Heretic leaders have to trust that those that rally alongside with them in their cause have the same motives as themselves but are not naïve to overlook other factors that may motivate their involvement. Though people follow you, they may follow some of these more than they follow you.

not everyone you lead follows you

you have to trust the motives of everyone following you but don’t be naive in that they may not be following you with the same intensity in all areas

image by DavidSpinks | cc

Others

Some do not follow you but others that are following you. You may have influence over all the people you lead but not all of it is direct. Some of the influence you have is indirect. You can identify those following others as those who do not immediately react to your calls or statements but first wait to get their cues from others.

They have no opinion until someone voices theirs. To lead and influence the ones who follow others, identify and be intentional about leading their leaders

Agenda

Others simply have their own motives. They may be in your ship but they have their own destination in mind. They are sometimes easy to spot and the experienced ones extremely difficult. However, one of the easiest ways to identify them is how they constantly change stances, not based on reason per se but based on what serves them best.

This type of “follower” is often in the mix of “political” wrangles in the team. How do you lead them? You don’t. You get them off your team before they derail the cause. If not dealt with they can frustrate you and draw energy from you that should be going into your mission.

Cause

Some people follow the cause you actually rally them behind. This is a great thing. You can identify these people by they persistent and passionate reference to the cause in challenging some of the decisions you make. They also speak up when they feel you, as the leader, are compromising the mission by some of your calls or conduct.

They can be a pain but help keep you true to the cause. While you seek to shatter the status quo and define a greater future, the cause followers will constantly challenge you to shatter your status quo as the leader. Value and keep them.

Lead regardless… Be bold. Be /ˈherətik/.

What are some of the people who “follow” leaders follow?