FREE  Articles to help you grow: For permission to print in non-profit association and company newsletters click

• 5 Steps for Surviving and Thriving in a Values-starved Era

• What Makes Something Strategic?

• Making it in America

• 10 Secrets to Success
• 10 Commandments fo Bussiness

On Leadership

What's important as a leader is not what happens when you are there. It's what happens when you're NOT there.

The key to successful leadership today is influence, not authority.
- Ken Blanchard

Leadership is practiced not so much in words as in attitude and actions.
- Harold Geneen

The leader is a teacher who succeeds without taking credit. And, because credit is not taken, credit is received.
- Lao Tzu, 6th Century BC

Leadership flows from the minds of followers more than from the titles of leaders, more from the perception of willing followers than from anointment.
- Lane Secretan

A real leader, through actions and words, has the ability to motivate others to their highest level of achievement; then gives them the opportunity and the freedom to grow.

The leader acts with little motion, instructs not with words but by deeds, keeps informed but seldom interferes.

On Change

What gets measured gets done; what gets recognized gets done even better.

• Which of the following top ten List of Leadership Characteristics have you mastered?

• Which ones do you need to work on?

• What can you do with in the next 24 hours, or the next week to begin that process?

  
  1. Visionary
  2. Integrity
  3. Consistency
  4. Coach/Facilitator
  5. Accessibility
  6. Flexibility
  7. Courage
  8. Over-Communicates
  9. Positive Role Model
  10. Inspirational

• Results often fall short of expectations. In golf, tennis, and in strategic endeavors, the culprit can be traced back to . . . preparation and follow-through .

  Here are some thoughts to ponder . . .

Think back to your last working meeting for example. Chances are, not everyone in the room had the same level of understanding on the issues at hand. Even if they were all from the same area, they came from different disciplines or levels, and each had different experiences.

Because they weren't operating on a “level playing field,” chances are they didn't agree on how best to go about addressing the issues, or even felt the same level of urgency around their resolution. Consequently, they either couldn't fully buy-into the strategic direction, or didn't share the same commitment or enthusiasm for its execution.

Next time, try this -

Preparation: Spend time early in the process on ‘ fact finding and problem finding,' before diving into ‘ solution finding' . Increasing common understanding allows you to mine their creative talents and turn the diversity in the room into an asset.

Follow-through : When common understanding mixes, mingles and merges with diverse experiences, unique ideas occur. The sheer energy and synergy that results will generate innovative and strategic break-throughs not just at the retreat, but all year as the results are achieved in the various committees.

Your “Strategic Reality” Points to Ponder –

•  People buy into what they understand and believe in

•  People follow-through on what they buy into and help create

• How can you help create a safe environment where people feel comfortable with honest and clear dialog?
• What can you do to help the team determine the problem behind the problem?
• How can you encourage follow-thru with fun and accountability?