It’s been a few weeks since I have mowed a lawn. When you have a soon to be college senior doing his internship but living at home, the job gets delegated. I was thinking this morning that I will be mowing again in the coming weeks — and how I go about mowing my lawn. If I don’t say so myself, I am an expert at mowing lawns — I’ve been pushing and riding lawnmowers since I was about 8 years old. I’ve mowed many different yards, and my yard in Indianapolis hundreds of times.
Leadership Learning — two words that I believe belong together. My company blog is called Leadership and Learning with Kevin. We call our business a Leadership Learning Consulting company. We train, coach and consult with leaders around the world. And in my bestselling book Remarkable Leadership, the first leadership competency I talk about is a Continual Learner. In my view, you can’t be an effective leader unless you are willing to be a continual learner. The work is too complex and too important to assume we ever have it figured out completely. The best leaders know this and act accordingly.
39 years ago today, I, along with 60 other campers at Camp Brethren Heights in central Michigan, were ushered into a room with a small black and white television to watch history — President Richard Nixon was going to announce his resignation. At 12, I knew enough to know this was a historic event, but I certainly couldn’t grasp the reasons why the president had gotten to that point.
Achievers who are at the highest level have several things in common. Today I want to talk about one of those traits — one that when practiced as a leader has a multiplier effect. Let me start with some examples.
Last week, I wrote about some of the challenges that keep us from delegating important work to others (and why John Wayne was part of the problem). Once you get past these challenges, there is really good news … you are freed up to do what you were really hired to do. When you aren’t trying to “do it all,” when you have empowered and delegated successfully to others, you can do the more important work of leadership — work that won’t likely get done otherwise.
John Wayne taught (well, perhaps reinforced) the myth of the single hero. But the Duke’s world was a world of scripts and make-believe. The fact is that the only way for you to succeed as a leader is to bust that myth. You can’t do it alone, not if you want to succeed at the highest levels.
When I ask people to list the qualities of great leaders, micromanager never makes the list. But if I ask people to list mistakes leaders make, micromanagement is always on the list. Are you a micromanager?
Everyone reading these words has a place where they work. And most of you have a place where you work best. The goal of this article is to help you make sure those places are one and the same. If you work in a cubicle or office provided by your employer, you might think you can dismiss this article and move on to something else. Don’t …
As leaders, we all have a lot of decisions to make, and since there are many, it can sometimes be difficult to stay on top of and feel confident about all of them. Would you like a framework, a process, a way to improve your decision-making effectiveness and your confidence in those decisions long after they are made?
We see commitment and engagement all around us, yet, inside of our organizations we seem to ignore or forget the lessons. As a leader, our job is to encourage support and nurture the factors that lead to deeper commitment — helping people see the big picture, bringing the right people to the table, giving them a chance to make a real difference, letting them care.