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Your Ultimate Leadership Feedback Loop: Their Leadership
Life on our planet flourishes through feedback. If life forms don't develop feedback loops and get good information about how well they are interacting with their world, the world eventually kills them. This holds true with leaders. Leaders must get feedback as to how they're doing -- otherwise they won't be leaders for long. One kind of feedback is results. After all, leaders do nothing more important than get results. You should understand the kinds of results you are getting, if they are the right results, and if you are getting them in the right ways. There is another kind of measurement that is as important, and sometimes more important, than results. It's a measurement most leaders overlook. That measurement has to do not with you but with the people you are leading. To explain what that measurement is, I'll first describe a fundamental concept of how one goes about leading people to achieve results. There's a crucial difference between doing a task and taking leadership of that task that makes a world of difference in the task's accomplishment. For instance, if one is a floor sweeper, doesn't one best accomplish one's task not simply by doing floor sweeping but by taking leadership of floor sweeping? Such leadership might entail: -- taking the initiative to order and manage supplies, -- evaluating the job results and raising those results to ever higher levels, -- having floor sweeping be an integral part of the general cleaning policy, -- hiring, training, developing other floor sweepers, -- instilling a "floor sweeping esprit"that can be manifested in training, special uniforms and insignias , behavior, etc. -- setting floor sweeping strategy and goals. Otherwise, in a "doing" mode, one simply pushes a broom. You may say, "Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!" Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed. Whenever you need to lead people to accomplish a task, challenge them not to do that task but to take leadership of that task. This gets back to the key measurement of your leadership. Your leadership should best be measured not by your leadership but by the leadership of the people you lead. Now, in becoming leaders, they can't simply do what they want. They must come to an agreement with you as to what leadership actions they will take. You can veto any of their proposed actions. However, use the veto sparingly. Cultivate your confidence and their confidence in their leadership. When you evaluate the effectiveness of your leadership by the feedback loop connected to their leadership, you are assessing your world as it should be, and great results will follow. 2005 © The Filson Leadership Group, Inc. All rights reserved. PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com
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Coaching Fighting the Gravitational Pull of Positional Leadership A little on leadership? Mentor? Who Needs A Mentor? Who needs a mentor. . .everyone who is truly serious about achieving more of their true potential, personally and financially. In fact, Richard Brooke says: The Seven Army Values - Theyre Not Just For The Military The Army defines seven values that soldiers should strive to emulate in their daily lives. These core values establish a standard of conduct; they form the foundation of personal behavior that defines the person, as well as the expectations soldiers have of one another. These values are Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage. Two Vital Abilities Any Leader Must Have As a business owner, you are a leader whether you like it or not. Whether you like it or not you have to guide your group in order to expand your organization. And whether you like it or not, there are some difficult situations that you have to confront and handle -- hopefully in a way that inspires confidence in you from your staff. 3 Aspects of Developing Leadership Skills Everyone knows that great leaders are made, not born. However good that statement sounds, we still want to know how we "make" or turn people effective leaders. And other questions need to be answered about the process of leadership development. Are You Playing or Practicing Leadership? Anne was a new supervisor, and like many new supervisors she took the new role as a manager and leader seriously. She took advantage of training that was offered to her. She learned how to do performance reviews effectively, listened to other leaders to learn from them. She read several books recommended to her by others. Leadership Skills - 10 Ways to Beef Up 10 Ways to Beef Up Your Leadership Skills Character Traits of Extraordinary Leaders When people make a decision (either consciously or unconsciously) to follow your leadership, they do it primarily because of one of two things: Your Character or your Skills. They want to know if you are the kind of person they want to follow and if you have the skills to take them further. Yes, there are other variables but these are the bulk of the matter. This week we focus on the kind of character that causes people to follow your leadership. Being Other Focused In the Wall Street Journal, Franklin Lavin, U.S. Ambassabor to Singapore wrote the Manager's Journal column about some of the things he learned from the late President Reagan while working on his staff. Leadership Development and Jumping Out of Airships A German silent film melodrama depicts an airship bombing London during World War I. Lit up by searchlights and strafed by fighters, the crippled airship loses altitude as the captain frantically jettisons dispensable gear to lighten weight. Eventually, the only weight left is human. So the captain orders members of the crew overboard. A grisly scene unfolds as the airmen, one by one, without parachutes, step up to the hatch, salute the captain and the first mate, then jump to their deaths. Lightened, the airship returns safely to Germany. Are You A Leader in the Chrysalis? Let's get this straight at the outset? The Four Laws Of Leadership (Part Two) In Part One, I described the laws of motivation. In Part Two, I'll examine the laws in more detail. Ten Ways Women Can Visualize Themselves As Leaders Women should not be afraid of or feel guilty about taking a leadership role--in their organization, in their community, in their own lives. What could you accomplish if you were leading your life instead of simply living your life? Pay No Attention To The Man Behind The Curtain! As the 'Great And Powerful Oz' once said to Dorothy, "Pay No Attention To The Man Behind The Curtain!" and as you know, appearances can be deceiving they are also one of the first things people judge others by. For instance, you recall the old saying 'Never Judge A Book By Its Cover?' well guess what we still do! Develop a We Focus And Not a Me Focus ____________________________________________ The Three Faces of Leadership This article was published in the Nov. 2003 edition of Hamilton, Ontario's BIZ Magazine under the title "Leadership's Triple Crown" LM Cub Scout Leader Outdoor Experience Recently I attended Cub Scout Leader Outdoor Experience training. This was a 24 hour course starting Friday evening. If you are a leader whose Council officers this kind of training, I would highly recommend it. Having Fun In Leadership "Don't measure your life by your goals, but rather by what you are DOING to achieve them." ?Unknown Common Mistakes Extraordinary Leaders Dont Make When people make a decision (either consciously or unconsciously) to follow your leadership, they do it primarily because of one of two things: Your Character or your Skills. They want to know if you are the kind of person they want to follow and if you have the skills to take them further. Yes, there are other variables but these are the bulk of the matter. This week we focus on the kind of skills that cause people to follow your leadership, specifically things that an Extraordinary Leader doesn't do! Dont Be a Complainer Complaining. There's room for legitimate complaining, but if you let this deadly disease of attitude - complaining loose, it will conquer you. Complaining can take over your life. Destroy you and leave you without anything.
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