Risky Leadership

TAKE A CHANCE. The riskiest idea may turn out to be the most innovative and transforming. In a culture that despises change, this is a paralyzing thought. True transformation seldom comes without a leader determining something drastic needs to happen. If that “still small voice” is telling you to do it… do it!

DON’T LOOK BACK. There was no crystal ball when you made the decision, and come-what-may you work through your objectives. Be confident. The decision you made was thought out, and if you believed in it’s transforming power (unless the environment has changed), continue to believe. As a person of excellence, you should focus on the forward progression of your decisions.

MOVE FORWARD. Rather that setting the reward at the final objective, allow yourself to reward the team in incremental steps. Too often we lose our drive because we see the final goal as the only victory moment. Celebrate each landing on the staircase to your vision.

STOP WORRYING. If your heart is in it, the consequences of a radical decision are yours to deal with. Besides, worry will affect the outcome. Place your concentration on the future. If you must worry, use it profitably by asking; “What’s the worst that can happen?” We tend to forecast doom and the actual answer to that question will often remove worry entirely.

Remember, THERE ARE NO MISTAKES. The lessons learned through missteps will be instrumental in driving you closer to to your goal and refining your understanding. Mistakes are nothing more than invaluable learning opportunities. True, people will see one mistake and overlook one hundred profitable decisions, but that is their lack of vision and shortcoming, not yours.

STEP OUT. Dynamic leaders move beyond their comfort zone. The more success you experience by risk-taking, the more comfortable you will be outside of the zone. You have to do a new thing and no matter how hard you look, the answer is not inside your box.

RELEASE YOURSELF. Perfectionist tendencies will keep you from attaining success in new areas. Perfection is only reached when you have been at something for some time. This does not apply to new ventures. Shelve the perfectionism and do something new.

RELEASE OTHERS. Build your team, empower them, and let them make mistakes (remember, there are no mistakes). Do not micromanage and allow them the victory celebration at each step. Never rob them of the glory of success. Their glory speaks of you as a leader so let them receive it.

EVALUATE AND MEASURE. Every step of the doing should be evaluated and measured. What are the results we are seeking? Are the results coinciding with the plan in this endeavor? If the results are contrary to the greater vision then stop and reevaluate–humbly with your team–is the best place to start.

DON’T STRESS. The big victory will come. Celebrate the small victories, regroup after the detours, and find camaraderie with the team. Build the relationships and center them on the milestones. Each victory will draw you closer to the final goal. When you reach the final goal…

CELEBRATE. CELEBRATE. CELEBRATE!

Then start the process again…

A Higher View

Work “on” the system, not “in” the system.

The role of leader requires a certain way of thinking about everyday tasks. You may need to shift. Consider how you can step back from the to-do list and oversee the progress of your organization as a system to be managed. We struggle with so many things to do that it is easy to throw our hands in the air and give up. However, with a little strategic thought, we can streamline.

You have a workflow. How organized it is depends on you. I want you to imagine yourself at your desk. If it is anything like mine we could say it’s “un-neatly organized.” Now that you are picturing it, imagine all the related tasks that are on its surface. The thirty-fifth paper in pile number two is related to the twenty-fourth paper in pile five. It has gotten this way due to neglect. Day to day, you take the top paper, work on it, put it somewhere else, or you throw it in the trash. You are in the system…

Now, imagine that you had perfect clarity. You are now standing over your desk (not sitting at it) and because you can see the big picture you can see how each paper corresponds to other papers and you begin to group them with all other relevant papers. You begin to see “mobilizations” instead of a to-do list. You realize that if you put the tenth paper in pile two together with the third paper in pile four and the fifth in pile five, you can take care of all of them with one action. You are now working ON the system…

As long as you are working one task at a time you will fail to work strategically or give ownership of anything to anyone. It is faster to do the task than to teach (or allow) someone else to do it. However, if the related and relevant items are grouped, and a mobilization is built around it, you can give ownership of something much bigger than a task, and relieve yourself of the minutiae of having to perform every task yourself. As a collective whole, those tasks can become a strategic mobilization which results in the training of your direct reports and greater efficiency for the organization.

As a leader, your people need you to show them where they are headed and how they will get there. Inspire them with the big picture. Reward them for every step towards that end. Celebrate when each victory is achieved and inspire confidence in their abilities. You know that they are going to make mistakes. You also know that – initially – the tasks will get completed to a lesser level of excellence than it would had you completed the task on your own. However, to follow your same patterns will lead you into a trap. You do not have the option to work in the system and direct it from above. If you desire change in your organization, but refuse to let go of the lesser things, then step aside and let another lead. Remember, a leader rejoices more over a mistake made with effort than with inactivity perfectly executed.

PRACTICUM: Take a moment to think about repetitive things that you do, the no-brainers. Now think about how often you do them. Add up the time on a weekly, monthly, yearly basis. Take one of those tasks, and hand them off to someone this week. Expect less than perfection and be willing to wait for the standard to rise.