Jim Rhone once said, "If you want to accomplish your dreams and goals then help others accomplish their dreams and goals".
This week we take a look into ourselves for a little reflection on what makes us different as leaders, how we add value to our organizations, and how we make our people better. We should always look in the mirror first and out the window second. If we ever encounter results that are not what we are expecting, wanting, or working towards we must first see if the problem lies within ourselves.
The foundation we lay inside us is based on our core values. Our most basic perceptions of who we are may be very different from others' perceptions, but if we fully understand ourselves and our core values we can learn to make adjustments in the delivery. For me, I strive to be honest, hard working, and understanding of others around me. I believe in integrity and constant learning. There is always room for improvement, and I don't have all the answers.
Being ethical shouldn't be an option. You either are ethical or you're not. You either choose to do things the right way or you don't. The choice is clear, but the effort can vary greatly between doing the right thing and cuting corners. It is often more difficult to carry out the right choice than it is to give in to shortcuts. I expect those I lead to understand this difference, and I expect them to have a solid example of this concept in my actions.
You can't tell someone to do something one way and do it yourself another way. The "do as I say, not as I do" concept is not conducive of sound leadership. As a leader, you should be aware of the 80/20 rule... 20% of the people will do 80% of the work, and people will contribute 80% of the effort they see. So, if you want a higher performance output you better be willing to put in 100% of the effort in order for your people to give 80%. Now, of course this is a generalization and there are always exceptions to the rules, but you can't expect everyone to mirror your values and efforts completely.
We add value to our organizations by making people and processes better. We must be champions at building and sustaining trust. We must be transparent in our desires for constant improvement and relay these expectations continuously and constantly to our people. It is hard to disguise selfish motives when trying to increase production and results. If my only goal in raising the bar is to pad my evaluation or climb the ladder to a loftier office with a view the people will sense this a mile away. However, if I am geniuinely interested in making things better for the organization by making the people and processes better I would then be valuable to the organization.
The bottom line is this... if we want to be better leaders we must be willing to know ourselves, work harder than everyone else, and generally care about the people we work with. We must be willing to sacrifice and do what is necessary to win on a daily basis. We do this by understanding who we are at the core foundation, understanding what drives and motivates our people, and acting appropriately. Leaders lead because they want to lead. They want to make things better, and by making things better they become better. If we do this consistently, the sky is the limit for what we can achieve.
JP
This week we take a look into ourselves for a little reflection on what makes us different as leaders, how we add value to our organizations, and how we make our people better. We should always look in the mirror first and out the window second. If we ever encounter results that are not what we are expecting, wanting, or working towards we must first see if the problem lies within ourselves.
The foundation we lay inside us is based on our core values. Our most basic perceptions of who we are may be very different from others' perceptions, but if we fully understand ourselves and our core values we can learn to make adjustments in the delivery. For me, I strive to be honest, hard working, and understanding of others around me. I believe in integrity and constant learning. There is always room for improvement, and I don't have all the answers.
Being ethical shouldn't be an option. You either are ethical or you're not. You either choose to do things the right way or you don't. The choice is clear, but the effort can vary greatly between doing the right thing and cuting corners. It is often more difficult to carry out the right choice than it is to give in to shortcuts. I expect those I lead to understand this difference, and I expect them to have a solid example of this concept in my actions.
You can't tell someone to do something one way and do it yourself another way. The "do as I say, not as I do" concept is not conducive of sound leadership. As a leader, you should be aware of the 80/20 rule... 20% of the people will do 80% of the work, and people will contribute 80% of the effort they see. So, if you want a higher performance output you better be willing to put in 100% of the effort in order for your people to give 80%. Now, of course this is a generalization and there are always exceptions to the rules, but you can't expect everyone to mirror your values and efforts completely.
We add value to our organizations by making people and processes better. We must be champions at building and sustaining trust. We must be transparent in our desires for constant improvement and relay these expectations continuously and constantly to our people. It is hard to disguise selfish motives when trying to increase production and results. If my only goal in raising the bar is to pad my evaluation or climb the ladder to a loftier office with a view the people will sense this a mile away. However, if I am geniuinely interested in making things better for the organization by making the people and processes better I would then be valuable to the organization.
The bottom line is this... if we want to be better leaders we must be willing to know ourselves, work harder than everyone else, and generally care about the people we work with. We must be willing to sacrifice and do what is necessary to win on a daily basis. We do this by understanding who we are at the core foundation, understanding what drives and motivates our people, and acting appropriately. Leaders lead because they want to lead. They want to make things better, and by making things better they become better. If we do this consistently, the sky is the limit for what we can achieve.
JP
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