Leadership Freedom Checklist – Where Are You on the Journey?

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——————–
Lee Ellis

Lee Ellis is Founder & President of Leadership Freedom LLC & FreedomStar Media.
He is a leadership consultant and expert in teambuilding, executive development & assessments
Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

His latest book is called Leading with Honor: Leadership Lessons from the Hanoi Hilton.

Leadership Freedom Checklist [Infographic] by the team at FreedomStar Media

Building Better Relationships, Building Better Business

Organizational Love

As an organizational communication professional, my goal is to help organizations do what they do, better. And I am very passionate about it!  

My earnest belief is that whether in a corporate, nonprofit, institutional, or government environment, employees are an organization’s greatest resource.

As such, developing and maximizing mutually beneficial relationships within and beyond the organization is critical to enhance satisfaction and effectiveness.

This is particularly true of leadership as their influence is so pervasively intertwined with the culture of the organization that it influences everything that occurs within that organization.

Types of Organizational Relationships

There are several types of organizational relationships:

  • Superior-subordinate
  • Peer-to-peer
  • Friendships

As well as the relationships with nonmembers, such as those between an organization and its various publics, including

  • Clients
  • Vendors
  • Contractors
  • And so forth.

Regardless of the level of connectedness, there are characteristics common to all relationships that must be considered to ensure that is rewarding to both parties.  Hon and Grunig developed guidelines for measuring relationships as a tool for public relations practitioners to assess the value of their programs.

These guidelines also serve as an excellent framework for examining our relationships, both organizational and interpersonal, to help reflect on areas which may need some attention to enhance the mutual rewards to all parties involved.

6 Components of Relationships

Hon and Grunig identify six components of relationships:

1) Control Mutuality

While balance in a relationship is key to its success, at varying times in the relationship one party will exercise greater control over the other. Control mutuality reflects the understanding between parties that this imbalance will occur, and recognizes (and accepts) that one party will exert greater control at given times.

For example, when a potential client asks you to present them with a solution to an existing problem, you control the situation through your selection of content, presenters and media which represents your organization and perspective in the best possible light.

Following the presentation, the control shifts to the client who, having several options from which to choose, can negotiate to their advantage.

 2) Trust

At some point in all relationships each party will open up to the other party, creating a level of vulnerability. Trust allows both parties to be confident in engaging in disclosures that help the relationship grow.

When pitching your presentation to a potential client whom you deem credible and desirable, you likely offer unique ideas and creative options. The client trusts that you will come through on the claims you are making and have the resources to do so.

Likewise, you trust that your ideas will remain proprietary and that the client will not use them to their benefit if they decide to go with another firm.

 3) Satisfaction

When both parties are happy because the positive expectations about the relationship are reinforced and outweigh the costs of the relationship, satisfaction occurs.

As the relationship with your new client progresses, satisfaction increases for the client as you continue to honor the conditions of your agreement by listening and responding to their needs and honor your commitments.

Your satisfaction increases when the client provides useful information from which to develop a plan; and also from the positive feedback received on the new project in your portfolio, as well as the potential for continued work or referrals.

4) Commitment

Relationships take effort, and commitment is indicated by a desire from both parties to continue with the relationship because they feel it is worth their energy to maintain and develop.

Even the best relationship experience challenges, but when a strong foundation based on trust and satisfaction is in place, it remains worthwhile to pursue. Communicating openly about concerns and disagreements help keep both the task and relational aspects in focus in order to achieve common goals.

 The remaining two components characterize the relationship more holistically.

5) Exchange Relationship

When one party in the relationship does something for the other party as reciprocation, either for a past or future service, it is considered an exchange relationship.

6) Communal Relationship

When both parties provide benefits to each other out of concern rather than payback, seeking no additional recompense, the relationship is communal.

For example, if your client moved up an important deadline to accommodate an unplanned visit from the CEO you might accelerate the schedule to meet the new deadline. As recognition for your effort you might request additional payment, or consideration for future projects (exchange relationship).

Alternately, you might make the necessary adjustments to meet the deadline simply because your client needs the assist (communal relationship).

Investments in Developing Relationships

While seeking compensation for services rendered is certainly reasonable, there may be occasions when building the relationship offers far greater benefits than would adherence to policy. As such, developing communal relationships should be an inherent organizational goal, particularly in key relationships, internal or external, that you would like to develop.

Beyond enhancing the relationship, individuals also experience positive outcomes such as greater self-esteem and satisfaction with life, further adding to benefits of engaging in such practices. Future posts will discuss each of these characteristics in more detail

Have you given thought recently whether your organization is (genuinely) people first or profit first? What practices do you employ that contribute to building communal relationships? Are these practices the norm within your culture, or “special circumstances?”

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———————–
Andrea Pampaloni

Andrea M. Pampaloni, Ph.D is Professor of Organizational Communication at LaSalle
Her research focuses on Relationship-Building and Presentation of Image
Email | LinkedIn |  Web

Image Sources: healthnetpulse.com

When Personal and Organizational Leadership Values Aren’t Aligned

We’ve all faced this moment in our personal or work life. You’re in a work culture where your priorities and values are being challenged, and you have to make a decision. If you didn’t have the external pressure to get results in your work, your internal answer would be simple; but it’s not that easy is it?

So what do you do?

Leadership Lesson Learned

In his book, From Values to Action: The Four Principles of Values-Based Leadership, Harry Kraemer addresses the need for self-reflection to keep one on course. This former CEO/Chairman of Baxter International, a multi-billion dollar international healthcare company, tells a story that taught him an important lesson in making decisions as well as living intentionally in personal leadership development.

Here’s His Story…

He accompanied his parents on a trip to a retirement home where they led the residents in a time of singing familiar songs. Kraemer’s mom played the piano while his dad led the music and often sang memorable songs from Broadway musicals. Kraemer sat in the audience with the residents enjoying meeting the people and learning about their life stories.

On this particular occasion, he noticed a distinguished elderly man dressed in a tweed sport jacket and a bow tie who looked very professional. During one of the breaks, Kraemer approached this man and discovered that he was a retired senior executive from Pillsbury.

Always the student of learning, Kramer asked this man questions about his career and life. He specifically wanted to know what this former high-level executive would have done things differently now that his career was over. 

Kraemer’s Answer

This 89-hear old man pondered Kraemer’s question and then shared this golden nugget:

“You know, back in my early forties, I wanted to leave corporate America. I was on that ladder climb and doing well, but I wanted to leave corporate America and become a teacher. I wanted to make a difference in the lives of high school kids.”

But he said, “I never did it because I was worried about what ‘they’ would say. I’m 89 now. I’ve had a lot of time to sit and reflect about the ‘they’ that kept me from pursuing my dream. And I think, who were the ‘they’ that was driving so much of my decision-making?”

Like a wise sage, the man continued:

“Here’s what I want to tell you: People can be divided into two groups. The first group is composed of people who genuinely care about you. I mean, they want to celebrate with you, they want to encourage you, they want to be with you on your life journey, they want you to succeed and have the highest of times.

But they’re also going to follow that up with a question such as, ‘How are you doing? How is this promotion going to help you take care of yourself? What are you going to do to maintain your balance?’  These people will ask you the difficult questions because they’re concerned about you.” He said, ‘for most of us, we’re really lucky if we have five to eight people who fit that category. That’s it.’”

Then this former Pillsbury executive said:

“That other group, that’s the ‘they.’ These folks are good folks, and they may ask about you every once in a while; but for the most part they’re busy living their lives. What I came to find out is they really weren’t thinking about me anyway.

I gave them too much weight because I was worried about what they were going to say, and they weren’t saying anything because they weren’t thinking about me; they were busy living.” He said, “If you don’t pull aside to self-reflect and assess, you allow the invisible ‘they’ to determine your life course.”

Where Are You?

You may be in a very critical situation in your work where your values and desires aren’t aligned with your organization, and it’s not easy to make the difficult decision to either affect positive change for better alignment or make the decision to leave. 

Core Values Cards

Find Your Core Values with Recalibrate Cards!

As an executive coach, one way that I help my clients is to establish a PQM: a personal quarterly meeting. This practice of self-reflection assists you in focus and to remain aligned with your values.  Through the coaching process, we drive down to the core of what you desire to define you as a leader.

On a quarterly basis, set aside an hour or more to focus on where you are on your leadership journey.  Here a few questions to answer during your reflection –

  • What are your top leadership priorities?
  • What are your top three values?
  • Where are you driving change based on your core values? 
  • Where have you allowed the pace of business to move you off course? 
  • How am I letting the “they” influence my decision-making?
  • What is it that matters beyond anything else in your life right now?

As Harry Kramer reminds us, you must take the initiative to map out time for personal reflection and evaluation because no one is going to map it out for you.

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Learn, Grow & Develop Other Leaders

———————–
Mike Day

Mike Day PhD is a President of MorningStar Leadership Group
He’s a Keynote Speaker, Executive Coach & Trainer on Values-Based Leadership
Email | LinkedIn |  WebBlog

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Leading with Honor: 4 Ways to Have What It Takes

Are you alarmed by the frequency of ethical scandals in recent years?  No doubt, you have seen the headlines about Wall Street greed, but ethical problems are just as prevalent on Main Street where bookkeepers, purchasing agents, and business owners violate the trust that others have placed in them.

Lackluster Leadership

Think of the headlines in recent months:

  • A highly respected coach resigned for covering up NCAA violations by his players
  • A Congressman is convicted of accepting bribes
  • A religious leader cheated on his wife, another is accused of using his authority to fleece the flock
  • Teachers changed students’ responses on standardized tests and administrators collaborated in cover-up
  • A college inflated the average SAT score of their students to improve its image.

What is happening to our society?  Does anyone care about honorable leadership?  What can you do about it?  What have others done that might guide those of us who seek to turn the tide in this onslaught against character-based leadership?

Our Best Leadership Examples

It seems ironic that some of the best examples of leading with honor come from the POW camps of North Vietnam, an environment so life-threatening that one might expect to see frequent examples of self-centered, self-serving leadership.

But when life and limb were on the line, these brave leaders chose honor over comfort, humiliation over cooperation with the enemy.

Their courageous service can inspire and show us what is required to lead with honor, and I’ve shared my Vietnam POW story and 14 leadership lessons learned in my latest book, Leading with Honor: Leadership Lesson from the Hanoi Hilton.

4 Lessons of Courageous Leadership

Let’s look at a few of the lessons that I learned from these courageous leaders.

1) Know Yourself

The POWs leaders were experienced and strong yet they had no choice but to be humble. The enemy used torture and isolation to try to break their will and force them to cooperate in making propaganda. They were vulnerable, stripped to their core; they could not pose or pretend they were something they were not.  Fortunately, they were solid—healthy people with a strong character that enabled them to lead with honor through the most unimaginable humiliation.

“If you don’t know yourself and have a peace about who you are, your fears and insecurities will take you out.”

Rather than pursuing your passion and purpose using your unique talents, style, and convictions, you will constantly be comparing yourself to others and trying to guide your life by someone else’s ways and standards. Alternatively, when you know and accept yourself, you can be authentic, leading from your own true north. Objectively knowing your strengths gives you confidence, while awareness of your weaknesses gives you humility.

Few will ever be POWs, but eventually we will all face situations that expose who we really are.  Spend time with yourself and go deep. Accept who you are, but realize there is always room for growth; work every day to build yourself strong so you can lead authentically, from the inside out.

2) Clarify Your Values and Standards and Commit to Them

The POWs had a uniform code of conduct that everyone knew and was charged with following. It acted like signs along the road giving direction and providing a framework for decisions, choices, and behaviors, helping them stay on the right path even in the most difficult situations.

Unfortunately, most people have only generic assumptions and a superficial understanding about their moral values and ethical commitments.

Jeb Magruder, White House advisor who went to jail, said that he had been taught right but somewhere along the way he “lost his ethical compass.”  We are all cut from the same cloth as Magruder and without regularly clarifying our commitments, we will drift off course as well.

3) Confront Your Doubts and Fears

Fears and insecurities take out more leaders than anything else and they generally can be traced back to the first point above—your identity—knowing who you are and being comfortable with yourself. Even the smartest, toughest, and best leaders face insecurities and fears.

The POW leaders were tough warriors but they all struggled with fear. Commander Jim Stockdale endured frequent physical abuse and more than four years in solitary confinement, so naturally, there were fears, but he did his duty and suffered the consequences. Great leaders know that fear is the norm, and they know they must lean into the pain of their fears to do what they know is right.

“Courage does not mean that you are not afraid, but that you do what is right when it feels scary or unnatural.”

4) Connect with Your Support Team

In your struggle to lead with honor, you are like any other warrior—it’s not good to fight alone. That’s why the enemy tried so hard to isolate the POWs in North Vietnam and why the POWs risked everything to keep the communication lines open. Even the toughest POWs relied on the counsel and encouragement of their teammates.

Authentic leaders realize they cannot see every situation objectively.

On the tough choices, you will usually need the perspective of someone who is outside the issue to help you evaluate the situation. Build a network of a few key advisors who can help you navigate the treacherous waters ahead.

Final Thoughts

Our culture desperately needs men and women who will lead with honor. Don’t take it for granted that you will lead honorably. Engage in the battle required to guard your character.

To be prepared, know yourself, clarify your values, standards, and commitments, confront your doubts and fears, and connect with your support team.  Then you are ready to face the giants and avoid the headlines of failure.

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Special note from Tom Schulte, Editor and Publish of L2L:

Leading with Honor book

How did American military leaders in the brutal POW camps of North Vietnam inspire their followers for six, seven, and even eight years to remain committed to the mission, resist a cruel enemy, and return home with honor? What leadership principles engendered such extreme devotion, perseverance, and teamwork?

In this powerful, practical, award-winning book, Lee Ellis, a former Air Force pilot, candidly talks about his five and a half years of captivity and the fourteen key leadership principles behind this amazing story. His story has been featured on networks such as C-SPAN, CNN, ABC World News, and Fox News Network as well as hundreds of speaking engagements throughout the world. Learn more about Leading with Honor.

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Learn, Grow & Develop Other Leaders

——————–
Lee Ellis

Lee Ellis is Founder & President of Leadership Freedom LLC & FreedomStar Media.
He is a leadership consultant and expert in teambuilding, executive development & assessments
Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

His latest book is called Leading with Honor: Leadership Lessons from the Hanoi Hilton.

On Leadership, Patience and Endurance

Patience and Endurance

It’s been said, “The best things in life are worth waiting for.”

But have you felt at times like there’s too much waiting in life and not enough of the best things?”

Getting Things Done

If you are a leader, chances are good that you have a knack for getting things done. If you’re like me, you like to keep a “to do” list and check through the items on that list. It gives us a sense of accomplishment at the end of the day to see a number of things checked off that list.

A crossed off to-do list equates to progress!

Then there are those days where it feels like you are active all day, but have nothing to show for it at the end. You list either looks the same as it did when we start our day, or maybe, it’s even longer than when we started. Those can be frustrating days.

Waiting… Two Different Ways

We have to have a good mix of patience and endurance if we expect to be successful. We use these two words sometimes interchangeably, but they are very different things. No matter how you slice it, they both come down to one thing – waiting.

Patience

Patience is waiting for something good to happen.

Have you promised your children a toy or candy at the end of the shopping trip for good behavior? How exited were they to get that treat? If your kids are anything like mine, they may have been so excited that they couldn’t contain themselves and ruined it!

I wasn’t blessed with an abundance of patience.

It sounds like a great virtue to have, but it’s not something that comes naturally to me when there is something that I want. I suffer from iWin syndrome – I Want It Now. That’s part of what makes me who I am. If I see an opportunity, I go for it.

However, a lack of patience has cost me in a number of situations. Success is about capitalizing on an opportunity and executing, but the timing has to be just right. We’ve all heard, “The early bird gets the worm.” If you’re the early bird and you try to snatch the worm too early, he’ll see you and go back into his hole.

What good things are you waiting for? How has your patience been tested?

Endurance

Endurance is waiting for something bad to be over.

We hear the word “endurance” all the time when it comes to sports and we occasionally use to describe seasons of our lives.

  • Couples need endurance if they are going through a rough spot in their marriage.
  • You may need endurance to get through a rough patch in your career.
  • Athletes need endurance to get through the grueling battle of training and of competition.

Endurance is what separates the truly successful leaders from the short-term successes. Leaders with the ability to see their teams through the difficult times are the ones that grow the most. Through endurance comes growth and a strengthened resolve for success.

What areas of your leadership journey are you needing the most endurance today?

The Double Whammy

Sometimes, the worst place to be is when leaders need to have patience and endurance at the same time! This happens when we are going through a rough patch with the promise of something good on the horizon. When an entrepreneur starts a business, they can be excited and filled with energy.

After a short period of time, however, the business will get to what Seth Godin called, “The Dip” – a hard point where business isn’t easy anymore and requires a lot of hard work. This is where the truly successful leaders separate themselves by having the patience and endurance to see it through.

Do you show patience and endurance, or are you like me and sometimes expect the good too soon? What have some of your mistakes taught you? I would love to hear your thoughts!

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Learn, Grow & Develop Other Leaders

———————–
Rich Bishop
Rich Bishop is President of Bishop Coaching & Consulting Group
He takes a hands-on approach to your Development through Coaching & Training
Email | LinkedIn | Twitter | Facebook | Web | Blog | Book

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Articles of Faith: Where Are All the Spiritual Leaders?

Spiritual Leadership

In recent blogs, I have offered for consideration a series of qualities that should characterize spiritual leaders—a few of the many.

If spiritual leaders are true to their vision, then they should certainly abide by the following list of commands:

  • Do no harm
  • Maintain a sense of humility
  • Repair the past
  • See and look at things in a new way
  • Maintain the dream
  • Recognize the importance of love in leadership

So who do you think embodies these qualities?

Leaders We Have Known

Last year we celebrated the life and leadership of Nelson Mandela. People from all walks of life all over the world praised his exceptional gifts of mind and heart. It was hard to listen to universal praise without thinking of the dearth of good leaders that we face in our own times, especially in politics, business, healthcare, and religion.

Moreover, there are more writers who readily identify the absence of good spiritual leaders than they who can give us examples of authentic spiritual leaders today.

Here are a few comments to help make the point:

“Whether we think of Congress or the courts, business or industry, the news media or mass entertainment, the church or other voluntary associations, many of us feel deepening despair about the capacity of our dominant institutions to harbor a human agenda, to foster human purposes.”

~Parker Palmer, Foreword in Seeker and Servant: The Private Writings of Robert K. Greeleaf, xi.

“The history of the world is full of such leaders, whose errors of judgment and refusal to listen to the good advice of their followers have left millions of followers as physical, emotional, or economic casualties.”

~Kieth GrintThe Art of Leadership, p. 420

“Leadership requires changing not only the way you think and the way you act, but also the way you will. Leading is taking charge of your will–the innermost core of your humanity.”

~Peter KoesterbaumLeadership: The Inner Side of Greatness, 2

On Serving Others

Let us hope that more men and women will take inspiration from Nelson Mandela and people like him and dedicate themselves to the service of others in leadership.

We need leaders motivated by inner values, and who are selfless, generous, and totally dedicated to others.

These are leaders who are committed to their position for the good it allows them to do and not for the status or money it gives them. However, when we look at our contemporary scene in leadership it looks as if it will take a long time to reach a situation where key leaders are men and women whose lives are motivated by inner values.

We are surrounded by greed for money, for power, for prestige, and for career advancement.

Faux Leadership

We see failures in leadership on a daily basis. Some pseudo-leaders do a lot of damage to their organizations and people not only by thwarting their growth but by creating unhealthy working environments that either draw the worst out of people or leave them depressed and sick at their own inability to get out of the situation that is stunting their values and growth.

Arrogant Aristocrats

Such an approach produces arrogant autocrats who ignore others, suppress their ideas, and intimidate when challenged.  Such leaders have a deep suspicion of liberty. Of course they are suspicious of others’ liberty, but not their own!

Failed Facilitators

Other managers and potential leaders give the impression of welcoming participation, but they are failed facilitators. Empowerment can not be taught by people who have practiced disempowerment for years, and workers quickly see through insincerity.

Unfortunately, the failed facilitator is often a good talker and seems to have the talents necessary for the work at hand. However, it is all show and talk and no substance.

Blind Visionaries

Some administrators make so many mistakes they seemed to have a natural ability for it. Typical indicators of incompetent administration include useless restructuring, a myopic immersion in trivial data, and the constant development of strategic plans that enthuse no one.

These blind visionaries, who surrender to mediocrity in their work and indifference toward their employees, may well occupy important positions but careful observation quickly shows that little actual management is being done.

Narcissist Leader

The narcissist who occupies a leadership role is primarily interested in self-importance and personal fame. At first he or she seems charismatic, offering grandiose plans and a compelling vision; the weakness is seeing their own vision, or their interpretation of events, or their direction and course of action as the only preordained path to follow.

Unfortunately, nothing comes of the hopes that followers place in this pseudo-leader because he or she is so focused on self, cannot work with others, and cannot accept input from others; this pseudo-leader limits others’ energy, contribution, and spirit.

Today’s Question

Recent examples in politics, business, and even religion, have confirmed the gut feelings of many regarding greed and lack of ethical commitment or social responsibility in many contemporary organizations and their leaders.

The selfishness reached overwhelming proportions as greedy people squandered enormous amounts of corporation money and perks on themselves while treating workers with meanness and disinterest.

In many organizations, leader pathology is a serious problem.

Although we witness many problems in organizations and frequent failures in administrators, we know many men and women who would like to move to a new leadership style. They are motivated by a selfless service of others, feel a sense of call or vocation to leadership, and are striving to live out some of the challenges presented in the chapters ahead.

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Learn, Grow & Develop Other Leaders

——————–
Dr. Leonard Doohand

Dr. Leonard Doohan  is an Author and Workshop Presenter
He focuses on issues of spiritual leadership
Email | LinkedIn | Web | Blog

Image Sources: davidfunk.ca

On Leadership, CEO’s and Practicing What You Preach

Unloading Boxes

We all know managers and executives should not ask their people to do anything that they would not be willing to do themselves.

But how often is this mantra actually followed?

While we don’t always know the answer to this question, it is always inspiring to hear stories starring leaders who exemplify the leadership commandment to practice what they preach.  Today, I share just such a story about my uncle, Hyrum W. Smith.

A Legendary Leader

Hyrum W. Smith is the co-founder of FranklinCovey Company, and an originator of the Franklin Day Planner.  At age 40, Smith took a huge risk – including securing a loan against the mortgage of his home – to start his company with a few colleagues back in 1983.

Within a few short years, the Franklin Institute had become very successful, eventually evolving into FranklinQuest, which went public on the New York Stock Exchange (NYSE) in 1992.  Smith instantly became a mega-millionaire driving V-12 Mercedes-Benz cars and flying on his own corporate jet.

After years of hard work and sacrifice, he had truly become a “big shot.”  He also became a best-selling author of several books, including: The 10 Natural Laws of Effective Time and Life Management (1994)  and What Matters Most: The Power of Living Your Values (2000).

Five years after going public, FranklinQuest merged with Dr. Stephen R. Covey’s (of 7 Habits fame) Covey Leadership Center to form FranklinCovey Company, one of the top training companies in the World.

Learning a Legacy

Six years later as a recent college graduate in 2004, I got a job working as a retail salesman in a FranklinCovey store in Atlanta, Georgia.  The manager of my store had previously met my uncle at a FranklinCovey company conference, and related the following story about him:

CEOs Can Unload Boxes Too

The manager of my store and some of her colleagues were working to set up a table to sell Hyrum’s books.  As they worked, Hyrum – the co-CEO of the entire company – walked by.  To my manager’s surprise, he immediately jumped in and started helping them unload boxes and set up the table.

As she shared this story, she expressed surprise, and related to me: “I didn’t think CEOs unloaded boxes.

His actions left an impression on her, and in-turn, on me as well.  The story underscored the great truth that no matter how high your position is, you are never too good, too wise, too experienced, or too high in the organization to lend a helping hand, even if the task involves seemingly menial labor.

Speaking Without a Sound

Hyrum – a world-renowned public speaker – taught a vital lesson that day without having to give a speech.  His lesson was perhaps best iterated by the poet Edgar A. Guest, who wrote:

I’d rather see a sermon

Than hear one any day;

I’d rather one should walk with me

Than merely tell the way….

For I might misunderstand you

And the high advice you give,

But there’s no misunderstanding

How you act and how you live.

My manager came away from that conference inspired to work harder at her position and treat her subordinates with more respect, and all because of a simple act of a thoughtful executive.

Quick Questions for You:

What sermons are your actions teaching those around you at work and home?

And what are the results of those sermons?

Leadership in Practice

I have a doctorate in educational leadership and have spent nearly three decades studying the science and art of leadership, self-leadership, and personal development.  I have noticed, however, that amidst all the books, articles, courses, and speeches I have heard and studied over the years, none of these pedagogical tools can match the educational power and eloquence of actual examples of real leaders who practice what they preach.

To quote again the poet Guest:

“The best of all the preachers are [of those] who live their creeds.  For to see good  [character, integrity, compassion, courage, hard work, diligence, discipline, persistence, consistence, determination, patience, justice, and mercy] put in action is what everybody needs.”

Communicating Through Actions

Are you a manager, leader, or executive in your company?

  • If so, what have you done lately to communicate through your actions that you support your subordinates, or that you are not too “high and mighty” to join them in the trenches when necessary?
  • When was the last time you intentionally took the time to listen to and visit with someone closer to the bottom of the hierarchical totem pole?
  • When you did, were you sincere in your efforts, or were you just “checking a box” you knew must be checked for the sake of appearances?

A consistent pattern I have observed among the greatest leaders is their fundamental recognition that everyone has equal existential worth.  As a result, the way they treat the CEO or other “big shots” does not differ qualitatively from their treatment of an entry-level new hire or custodian.

I invite you to join the ranks of these truly great leaders by consciously recognizing and consistently affirming the tremendous worth of every member of your organization.  The culture of sincerity, compassion, and existential equality that will develop from your regular efforts to do so will, over time, richly endow your organization with greater unity and productivity.

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Learn, Grow & Develop Other Leaders

——————–
Jordan Jensen, Ed.D.

Dr. Jordan R. Jensen is CEO of Freedom Focused, LLC
He is Originator of Self-Action Leadership, Seminar Facilitator & Keynote Speaker
Email | LinkedIn | Twitter | Facebook | Web | Book

Image Sources: themillions.com

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