When I was graduating from college, I didn’t intend to start a Haiti-based non-profit. I knew I wanted to live in Haiti, help people, and work hard. So when a stranger offered a donation to establish a new program in an underserved rural village, I jumped at it.
Becoming a "Fearless Leader" (see article) is only the first step. It's the next step that is absolutely critical -- and that is for this "Fearless Leader" to grow other leaders and their people to do the very same thing ... in order to relinquish their fears and unbridle their talents towards the greater purpose that brought you all together.
So the more important question is, how are you growing "Fearless Leaders" in your organization?
Forbes 10 Secrets of What Great Leaders Know and Do Forbes This is the “doing” part of leadership. The little things that are demonstrated by the actions of leaders.
Don Cloud's insight:
How great leaders create powerful organizations where the whole becomes many times greater than the sum of its parts, impossible visions manifests in everyday reality, and individual & organizational purposes are fulfilled and renewed.
Science confirms that our ability to inspire, empower and actualize our potential has never been greater; remember this, empower it, use it! Neuroscience confirms that we can rewrite default patterns of thinking, communicating and doing; we can build new emotional set-points that take us forward faster and better while also enhancing our ability to focus, ideate, learn and relearn.
Turbulent times are where the "action is" and when leadership is needed the most ... and when it counts the most. The only question is will you choose to grab the "turbulent" bull by the horns and lead your people and organization to even greater potential, or will you let someone else lead instead ( ... perhaps your competition or adversary)?
If you are only doing things for which you think you're "ready", then you are *not* growing ... and you are holding yourself back from your greater potential.
So get comfortable pushing (or throwing) yourself outside your comfort zone. And as you grow and develop your people, remember that it's the leaders job (e.g. your job) to push (or throw) them outside of their comfort zone, too -- for their own good.
Lay Down Your Crown: How to Find Humility in Leadership Huffington Post There is no one who loves to take the reigns more than I do, I mean my logo in my agency, U2R1 Media Inc.
Don Cloud's insight:
If you know it all or do it all, then you are not leading. Worse, you are limiting the success of your organization to the limits of your own capacity. Leaders unleash the talents and passions of their people, and sometimes, that means stepping aside to allow others, yourself, and the organization to grow.
It is not enough for a leader to have courage ... rather, the most powerful leaders must both exude courage in the face of danger and more importantly must draw out and energize the courage of their people to face and defeat that danger.
Leadership begins with opening the door to on ongoing dialogue with your team, and your asking thoughtful questions is a great way to open that door. Don't forget to have the courage to listen.
More importantly, ask yourself how do you as the leader encourage others to have the courage to ask questions and to listen? If you don't have a good answer to this question yet, then it's time to start asking more questions.
As you gain experience, you may start to feel like you've seen it all. But as former Cabinet secretary John W. Gardner said in his most famous speech, to stay motivated, ambitious, and effective, you need to continue learning.
Don Cloud's insight:
Leadership and lifelong learning go hand-in-hand. The moment a leader stops learning is the moment that he/she is no longer relevant, no longer useful to his/her organization or people, and not long for remaining the organization’s leader.
“When you trust people to help you, they often do,” Amanda Palmer asserted in her beautiful meditation on the art of asking without shame. But what does it really mean to “trust,” and perhaps more importantly, how can we live with the potential heartbreak that lurks in the gap between “often” and “always”? That’s precisely what psychologist David DeSteno, director of Northeastern University’s Social Emotions Lab, explores in The Truth About Trust: How It Determines Success in Life, Love, Learning, and More (public library).
DeSteno, who has previously studied the osmosis of good and evil in all of us and the psychology of compassion and resilience, argues that matters of trust occupy an enormous amount of our mental energies and influence, directly or indirectly, practically every aspect of our everyday lives. But trust is a wholly different animal from the majority of our mental concerns.
Leadership and change go hand-in-hand ... you cannot have one without the other.
As the world inevitably changes, leaders must lead their organizations to adapt for competitive advantage or "die" from irrelevance.
And an organization's values and culture can either be the foundation and leverage from which to launch changes or they can become the dead weight that drags the organization to bottom -- it is in this decision that the leader carries the most sway.
People are innately wired to avoid risk. During times of times of change and uncertainty, our risk aversion is amplified. Yet the number one way to gaining competitive edge is by creating a culture where people feel safe and emboldened to innovate and challenge the status quo thinking. The first key to creating a 'culture of courage' is leading from possibility, not probability.
Winston Churchill once said that courage is the first of all virtues because it is the only one that guarantees all others. Courage is also what it takes to set a bold course for yourself and your organization, engage in a courageous conversation, forge new ground, and to be decisive in uncertainty.
Courage is the guardian of integrity, the foundation of culture, and the fuel to energize innovation and change.
But it is not enough for a leader to have courage -- rather, it is the leader's responsibility to recruit, breed, and develop courage across the organization. Here are 5 "must do" tasks that every leader needs to embrace, encourage from their people, and embed into the "DNA" of their institution.
The 21st century leader must have the ability to make the most out of every situation. They are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders know how to get the most out of people; they enable the full potential in others.