A leadership requirement...

Let’s just put it out there right away so there is no need to read any further unless you want to. In a Harvard Business Review article by John Coleman entitled For Those Of You Who Want To Lead, Read he writes:

But deep, broad reading habits are often a defining characteristic of our greatest leaders and can catalyze insight, innovation, empathy, and personal effectiveness.

So there you have it; for anyone who fancies themselves a leader it may be worth counting the books on your night table — at the very least it’s some quantitative data you can work with.

And if you need further proof, in the book STILLNESS IS THE KEY (which I’m reading for the second time) Ryan Holiday offers a perspective on the subject:

Tolstoy expressed his exasperation at people who didn’t read deeply and regularly. “I cannot understand,” he said, “how some people can live without communicating with the wisest people who ever lived on the earth.” There is another line, now cliché, that is even more cutting. People who don’t read have no advantage over those who cannot read.


I hated to read until two things happened; I started wearing glasses and had an inspirational grade eight teacher. I’m not a particularly fast reader, I like to savour every word, and over the years, I’ve collected my fair share of books — sometimes I would have two or three books on the go so ownership became less costly than borrowing from the local library. As I read and collected there was a point where I got it in my head it was nicer to have my books stacked then on a shelf; be it stacked on my night table or stacked on the floor. It was my very own literary art. Most of the books I’ve read (if only just in part), and for those I haven’t started yet, the book is on the go — I ‘m just on page one.

I can’t say my eclectic stacks of books make me a good leader, but rather, something I am working on.

iamgpe

PS — As for this stack of books I can only say I’m not sure why I got it in my head to take a course on Statistical Techniques; The SILK ROADS: A NEW HISTORY OF THE WORLD offers a fresh perspective on how we got to where we are; although 21 Lessons for the 21st Century is still on the go, I definitely need to check to see if there is any insights into dealing with pandemics. And it goes without saying that Dilbert is simply a must.

Leadership, making a decision, and the subtle serendipity of the universe.

Ultimately this may just be just two independent events that happened in close succession and I’m just mashing them together to get my word count up — let’s see where we land before making a call one way or another There was a trip down memory lane while walking that had me thinking about the definition of leadership, and while I was waiting in line at one of my favourite coffee shops I witnessed a person trying to decide what to have for a breakfast snack.

Independent Event One

The reason I happened to being wading back through the years and thinking about Leadership may be the result of some recent events, a desire to come up with a blog topic, or simply the joy of reminiscing on moments that are now so distant (and if I’m honest, a little sketchy when it comes to the detail). What I do remember is I was at the front of the room engaged in a discussion about leadership, and after a couple of definitions were offered up, I simply said,

“No that’s management, leadership is about having a vision”.

Over the years, I’ve probably enhanced this definition to include a people component but at the heart of it, Leadership is about having a vision that rallies people, process and activities. Leadership is about pulling people to a vision and management is about pushing people to a vision. The whole leadership-management dynamic, in a practical sense, is really more a matter of semantics because most people (to differing degrees) are doing both at any given time. The one thing I can say with great conviction is if you don’t have a vision you aren’t a leader (and that’s OK; I think it’s fair to say in many cases, at many times, there are way too many chiefs and not enough indians — as the saying goes).

vision [ˈviZHən] NOUN: the ability to think about or plan the future with imagination or wisdom.

I’m sure there are many who can offer a better definition (in both accuracy and wordsmithing) for leadership, but I will have to say it’s hard to disagree with the fact that when there isn’t a vision there is nothing for people and activities to rally around, and although arguably there may be work done, nothing of substance is accomplished or achieved.

Independent Event Two

“ What kind of breakfast sandwiches do you have, ok, ok. I’m not sure which one to have, um, um; Sally, which one do you think I should have… uh huh, uh huh. I’m still not sure; ok, ok, I will have a tea and I guess….”

As I watched her walk away I’m not really sure she got what she wanted but I guess it didn’t matter because she obviously didn’t know what she wanted. Not surprising though, that’s what happen when there isn’t any vision to focus your decisions.

Call it a stoke of luck, a coincidence or the subtle serendipity of the universe, my trip down memory lane and standing in line at a coffee shop was not so independent, and I got the blog topic I was looking for.

iamgpe

PS — Before you use “Leader or Lead” on your LinkedIn profile, business card or CV, you may want to review what your applicable vision is — it will make it much easy when the time comes to making a decision.

Ownership, responsibility, culpability... and progress.

I once knew a leader who was enthusiastic about ensuring every goal (objective or project) had an owner and his thinking was simple — if there was no owner how could you expect anything to get done, and in the same vein, there could only be one. For him, if you had more than one owner, there was no true accountability (which in his mind was more or less like not having an owner at all). 

It didn't take me long to jump on his ownership bandwagon because it's really the only way to get anything done.

And now for the rub that comes with this progressive thinking — since most things don't happen without a team of people, how do you reconcile this with the need for one owner?

You definitely need to ensure you have the right people on the team, a solid time and event schedule, the needed resources, sacrosanct operating mechanisms to ensure action is moving forward, and a solid "multi-coloured" dashboard to ensure everyone knows what's happening — all of this is solid, quantifiable, and necessary, but the reconciliation with "one and the many" comes with the words "responsibility" and "culpability", and even more subtly, the words "you" and "we". 

re·spon·si·bil·i·ty [rəˌspänsəˈbilədē] NOUN — the state or fact of having a duty to deal with something or of having control over someone

cul·pa·bil·i·ty [ˌkəlpəˈbilədē] NOUN — responsibility for a fault or wrong; blame

you [yo͞o, yə] PRONOUN — used to refer to the person or people that the speaker is addressing

we [wē] PRONOUN — used by a speaker to refer to himself or herself and one or more other people considered together:

Anything you are involved with inherently needs responsibility and culpability, and if it's just you it's easy because you own all of it — and if there is more that just you then these words need to be injected into the group. Ownership is about "you" accepting responsibility and culpability for the goal (objective or project), and if there is a team behind you then that involves expanding the definition of responsibility and culpability to include everyone involved (something imperative for success) — the "you" becomes "we".

If you ever hear yourself trying to avoid "responsibility" or "culpability" then you are falling short as the owner — and if you ever hear anyone on the team trying to avoid "responsibility" or "culpability" you are also falling short, because remember, you own that too. 

Ownership and Leadership... semantics if you ask me, because its true when they say, "True leadership has no title".

iamgpe