Focus and Context: The Hub of Leadership

Focus and Context: The Hub of Leadership
By Jim Clemmer

Successful leaders spend a lot of time creating the identity of the organization what our values are, what our mission is, what our purpose is, how we are going to act together as one. Those are agreements of how we are going to be together. You can actually get a whole team or a whole group to hold one another accountable. The team self-regulates and members call each other in a much more immediate way than a leader can ever do. Margaret Wheatley, President of The Berkana Institute, A Global Charitable Leadership Foundation

It wasn't by accident that we chose to arrange the timeless leadership principles in the shape of wheel. Of all the principles, there is one that is central, one from which the others emanate, much as spokes radiate from the hub of a wheel. That core principle, Focus and Context, consists of three interrelated parts, which are defined by the answers to three key questions:

1.Where are we going (the vision or picture of our preferred future or outcome)?

2.What do we believe in (our guiding values or principles)?

3.Why do we exist (our reason for being, mission, or purpose)?

These questions are about as simple as I can make them. And this is important, because they can become overly complicated...So I usually try to reduce Focus and Context to its key components, using these terms: Vision, Values, and Purpose.

Microsoft chairman Bill Gates kept a clear and consistent focus for his company as it pioneered a new industry. He found that maintaining focus is a key to success. You should understand your circle of competence and spend your time and energy there...I've learned that only through focus can you do world-class things, no matter how capable you are.

Focus and Context is where the contrast between management and leadership is possibly at its sharpest. It is the very beginning point of strong leadership. Consider, for example, all the people you know well, and identify those you think of as being strong leaders. What characteristics do they share? Chances are they don't just wait for things to happen to them; they go and make things happen. They don't just follow the crowd; they blaze their own trail. They don't wait to be told what to do; they do what needs to be done. Leaders seldom waffle or vacillate. They are purposeful and deliberate.

Frederick Smith, Chairman and CEO of FedEx, created a whole new industry when he began his company in 1973. Smith's idea of locating a central hub in Memphis, Tennessee, to provide overnight courier service across the U.S. was a radical departure from traditional thinking so radical, in fact, that when he outlined the concept in a paper at business school, his professor gave him a C. (The idea was too unworkable, he said.) Smith's long and highly successful career as both a start-up entrepreneur and operating CEO (a very rare combination) has led him to conclude, The primary task of leadership is to communicate the vision and the values of an organization. Second, leaders must win support for the vision and the values they articulate. And third, leaders have to reinforce the vision and the values. That's probably the most difficult task, and it's where most organizations fall apart.

Excerpted from Jim's bestseller, The Leader's Digest: Timeless Principles for Team and Organization Success. View the book's unique format and content, Introduction and Chapter One, and feedback at http://www.theleadersdigest.com This book is a companion book to Growing the Distance: Timeless Principles for Personal, Career, and Family Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. His web site is http://www.clemmer.net/articles

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Leading a Spiritual Workplace Nu Leadership Series

Leading a Spiritual Workplace - Nu Leadership Series
By Daryl Green

Choosing one's leaders is an affirmation that the person making the choice has inherent worth. Linda Chavez

Lets explore more of the emerging needs of the current workforce. Many corporations would prefer to stay away from religious values or connotations. However, many workers desire a more spiritual workplace. Ashar and Lane-Maher, authors of Success and Spirituality in the New Business Paradigm, maintain that the workplace has an aspiration for something more than employment. Some scholars call this need spirituality. Is this concept new? Pascarella, author of Christ Centered Leadership, argues that Americans have always tried to maintain a religious aspect of living. He calls this phenomenon civil religion. It is characterized by individuals feeling good about themselves and carrying a sense of godliness in their living. In reality, this only provides a self serving mission.

Unfortunately, faddish spirituality falls short of any real substance. Its like eating cake everyday for a meal. Although it tastes good and may fill you up for a minute, it wont keep you satisfied for long. However, many people seek this aspect of goodness, however. Often, this pursuit becomes self serving practice. Understanding this dynamic in employee development may give an organization a better competitive advantage in the marketplace. Therefore, strategy leaders do not overlook the current desire of employees for a more meaningful workplace (namely, a more spiritual workplace).

References:

Ashar, H. & Lane-Maher, M. (2004). Success and spirituality in the new business paradigm. Journal of Management Inquiry, 13(3), 249-260.

Pascarella, P. (1999). Christ Centered Leadership. Rocklin, CA: Prima Publishing.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information,visit his website at http://www.darylgreen.org

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Leadership Art

Leadership Art
By Sharon White

The book was written around 4th century BC. However, for each generation ever since it appears to be important and valuable. The Art of War teaches how to control and how to lead people in war in the simple words, yet with the use of symbols.

The main concept of The Art of War is the leadership and its significance in control and managing. Leader must discipline and direct. In the war according to Sun Tzu the leader only could win or loose the battle. And the power and the number of the army didnt make a difference to him. It becomes obvious from his book that he was a strict and demanding leader, whom army had to obey and follow his commands without questioning. In the war Sun Tzu was the authority. However, Sun Tzu did allow himself to be understanding and supportive to his army. The dignity and wisdom were a different side of his leadership style. At the same time he said that the devoted and loving leader is a loss for the army, as people follow him in disasters.

Sun Tzu was a wise leader and he emphasized the need to be always prepared, but yet try escaping battles if possible. His main idea was to plan and make strategies to limit the number of possible losses. As a wise leader and a human being he valued the human life. He obviously realized that in every battle soldiers will die, therefore he avoided battles if possible. Sun Tzu believed that the physical strength and numerical advantage did not make a difference in a battle. The army with the strong leader, even if the enemy is greater in quantity, can always win the battle if the right strategies are applied. His idea and philosophical view was that anything can be achieved and anything can be possible in the war if the right leader is in command and if the right strategies are implemented. The most important thing he brought up is the correct use of the resources and the correct combination of them. In The Art of War the golden mean is trying to be achieved in everything- in the number of troops, in the warriors abilities, in the leaders attitude and behavior. And only the necessity of having a wise leader was unconditional and absolutely a must.

Sun Tzu managed to organize all the principles and the rules of the war, but as it appears, they could be used not only in the actual war itself but in the corporate war as well. The strategy techniques and the necessity of its implementation are widely used in business world today.

The article was produced by the member of masterpapers.com. Sharon White has many years of a vast experience in freelance writing, term papers writing and essay writing consulting. Feel free to send her your inquiries at Dissertation Writing.

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The Five Levels of Leadership

The Five Levels of Leadership
By Nick Pollice

Becoming an effective leader is a lot like being in the stock market. You don't make your fortune in a day; you make it daily, a little bit at a time. What matters most is what you do day after day, over the long haul. The secret to leadership success is investing in your leadership development, much like letting your assets compound. The final result is Leadership Growth over time.

Leaders aren't born; their made. The process of leadership is long, complicated and has made elements. Respect, dignity, discipline, people skills, vision, emotional strength, opportunity, preparedness and experience are just some of the intangible elements which come into play when talking leadership.

We can, over a period of time, increase our leadership potential if we can understand and accept the five levels of leadership. They are:

Level One - Leadership From Position

This is the basic level of leadership. At this level people follow you because they have to. Your ability to lead people is totally geared to your position and does not exceed beyond the lines of your job description or the authority granted to you by the company and your boss. Your security with the company is based on title and position, not talent.

To be an effective leader at this level know your job, be prepared to accept responsibility, exercise authority with caution, assess the strengths and short comings of your people, do more than what is expected and challenge people with interesting and tough assignments.

It is important that we recognize that Positional Level is the doorway to leadership and every successful leader must pass through this doorway.

Level Two - Leadership From Respect

At the respect level of leadership people follow you because they want to. The core of Leadership From Respect is that people want to know that you care, before they care about what you know. People see you as a professional partner, sharing the same goals and the same challenges along the way. Leadership will flourish at the respect because respect will breed lasting trusted professional relationships and that, in turn will provided the basis for effective leadership.

To be effective at the respect level, possess a genuine concern for your people. It is important that you see life through their eyes. Deal with wisely with difficult people and make employees successful by setting them up for success.

Since leadership from respect is built on professional relationships, it forms the foundation for leadership success.

Level Three - Leadership From Results

People follow you because of what you have done for the company. People admire you for your accomplishments and respect your tenacity. At this point leadership becomes fun. Going to work is fun, work related challenges are seen to be opportunities for a more stable work environment and all tasks have a purpose in the minds of the employees. Good things happen at the results level. Making profit, low employee turnover, higher employee morale and solving problems with ease are some of the items that become evident at this level.

To be an effective leader at this level be prepared to initiate and accept responsibility for growth by developing a purpose and seeing it through to completion. Develop accountability for results, beginning with yourself and ending with your people. Make the difficult decisions that will result in positive long term gains while championing change as a change agent and understanding the process of change.

Leadership from results is built on admiration for the leader.

Level Four - Leadership From People Development

People follow you because of what you have done for them. It is a leader's responsibility to develop their people to do the work that is expected to contribute future growth opportunities to the company and the people who serve it. People are loyal to you because they see first hand personal growth opportunities for them as well as, the company. Leadership success is underscored by a win - win scenario and a high commitment to success.

To be effective at this level place a priority on developing people. Focus your attention on the fact that people are your most valuable asset and your leadership success will depend on your ability to surround yourself with an inner core of competent people who compliment your leadership style and goals.

Leadership from people development is built on loyalty.

Level Five - Leadership From Mentorship

People follow you because they respect you. As a leader you are bigger than life and your success is shown through a life of accomplishments. People seek you out after you have left the company because you have left an indelible mark on the organization and the employees. Although less than five per cent of all leaders will get to this level of leadership (John Mayberry from Dofasco, Darek Nowakowski from Con Agra and Clare Proctor from E.D. Smith come to mind) it is a level worth striving for.

In summary, everyone can become a better leader. It is important to keep in mind that the higher you go up the leadership scale, the longer it takes to accomplish results, the higher the commitment will be and it is imperative that we know what level we are on with our people and the company.

Nick Pollice has been a member of the Canadian Management Centre faculty since 1992, having assisted over 1000 employees, from over 100 public- and private-sector North American organizations. Nick specializes in sales management seminars and sales sanagement courses for more information

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How to Lead Employees in a Postmodern Culture Nu Leadership Series

How to Lead Employees in a Postmodern Culture - Nu Leadership Series
By Daryl Green

A people that values its privileges above its principles soon loses both.
Dwight D. Eisenhower

Leader, you think youve got it under control. Do you really? Todays media heavily influences our organizational values. Please now carefully follow my trail and watch your step. Recently, the Oscars, labeled the greatest showcase of entertainment, highlighted several cultural shifts. Some Oscar winners included Crash (best picture) and Brokeback Mountain (several Oscars). Crash focused on racial and social prejudices while Brokeback Mountain depicted a homosexual relationship. TransAmerica, a story of a conservative trans-sexual, was also spotlighted. The causal observer may not care; however, organizational leaders shouldnt ignore these cultural implications.

Lets explore leader-follower value systems. Leaders inspire followers under cultural constraints. Postmodernism, a 20th century term, focuses on a multi-cultural movement that rejects absolute truths (pluralism), universal stories, and traditional concepts like religion. Many bosses ignore the influence of pop-culture on their organizations. They feel protected because they exist in a traditional, controlled environment. However, postmodernism attacks the very heart of tradition.

Lets analyze a traditional institution such as the church and the effect of Postmodernism on it. Kelm, author of Understanding and Addressing a Postmodern Culture, argues that post-Christian culture influences are far-reaching. For example, Christians are often making value decisions on the basis of intuition and reasoning rather than using a biblical framework.

Therefore, management should not get too comfortable in believing they are exempt from these cultural influences. What, then, are the organizational impacts? Postmodernism has employees, who are more cynical and pessimistic, debating whats right. Todays leaders shouldnt ignore this postmodern movement and its value consequences in organizations. Leaders should get to know their employees personally, understand cultural changes, and help their organizations adjust. Start today!

References:
CNN. (2006). Best picture goes to gritty drama Crash. Received on March 6, 2006 on http://www.cnn.com/2006/SHOWBIZ/Movies/03/05/oscar.advancer/index.html

Kelm, P. (January 21, 1999). Understanding and Addressing a Postmodern Culture. Presented to the Board for Parish Services. Wikipedia.org (2006). Book Review on Revolution. Received on February 28, 2006 on http://en.wikipedia.org/wiki/Postmodernism#Thedevelopmentofpostmodernism.

Wren, D. (1994). The Evolution of Management Thought. New York, NY: John Wiley & Sons, Inc.

2006 by Daryl D. Green

Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information,visit his website at http://www.darylgreen.org.

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