In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
Often lost in everything that is written or said about great leadership are small, but very important attributes. Leadership is about building relationships with people, gaining willing cooperation, consistency, and thoughtfulness. Please take a few minutes, read this post, share the points, and add anything that you think is missing.
I have been helped by some tremendous people throughout my career. To be able to pay back those people who took a chance on me, who mentored me, and who saw something in me worth saving and developing, is the primary reason I started doing these posts.
We had thought we were inclusive, but we realized we needed to do even more. We discovered the real driving force for our continued success was because we learned to appreciate, acknowledge, and respond to the blind spots that we didn’t even know were there.
Start small, but start now.
Every organization has drama.
Drama is virtually impossible to avoid because organizations consist of people and when you have two or more people together, the potential for drama exists.
That’s not cynical, in my experience, that’s just how things work. Whether it’s good or bad depends on how the organization reacts to and anticipates drama.
Big and innovative ideas aren’t the issue, putting big and innovative ideas into reality is the issue. Many entrepreneurs, consultants, managers, executive directors, and the people working for them have shared these lessons will me.
They work. Use them, share them, and build your organization.
In a book I was listening to recently, the author praised people who take the time to clear obstacles from other people’s paths. The author’s explanation and examples had a very powerful effect on me. The book inspired me to write about people who moved “rocks” for me and for people I have known.
The real problem is some organizations are struggling to find people using tools and strategies that worked in the past but these tools haven’t been updated for the employment environment that exists today. It doesn’t matter if the organization is a “for-profit” or “not-for-profit.” In many ways the problem is a basic supply and demand problem, however, there are many more variables in the equation today than ever before.
Admitting fear makes someone vulnerable. Being vulnerable is not something that many people are willing to discuss.
To reveal the fears in your organization there must be a culture of non-judgment, open communication, and earned trust. If those three elements are in place, then by listening and watching it is possible to identify fears and the people who are suffering.
Looking at new ideas and concepts through the eyes of the fearful and the critical can better prepare organizations for unintended consequences. Taking this empathetic approach can reveal weaknesses and potentially fatal issues. This process is called RED TEAMING.
“Always take the high road”. It is tempting to strike back when wronged. One of my favourite mentors uses the Klingon reference, “Revenge is a dish best served cold,” and she is right, but even better, leave revenge for karma to sort out.