The Twelve Absolutes of Leadership
Gary Burnison considers leadership to be a privilege. Most people like the idea of leadership but few count the cost. He says, “To lead is to be all in, transparent and accessible, calm in the face of upset and even crisis, and always mindful that you are a steward of something bigger than yourself.” That’s not easy. To whom much is given much is required. That’s the part that easily trips us up.
His book, The Twelve Absolutes of Leadership
offers insight from his lifetime in leadership, interacting with some of the world's top leaders in the C-suite and boardrooms, as well as heads of state. He offers a framework based on fundamental human truths and the essential elements of leadership. The “Absolutes” are building blocks that must be present regardless of your leadership style or approach. Here are the 12 Absolutes with Burnison’s thoughts on each:
- Lead. Anchor yourself in Humility. Leadership is an all-in proposition. Never react; instead ask yourself: is this about me or about we? If it’s the former, forget it and rise above.
- Purpose. The why. Purpose must have a long shadow, extending its influence over others.
- Strategy. Strategy starts with the results of today. Strategy, rooted in values and purpose, gives encouragement through times of ambiguity and uncertainty. Strategy without purpose and values is a short-term plan that is directed toward shallow goals.
- People. When you.re the leader, it’s never about you, but it starts with you. The leader can’t be the star player, scoring all the points. (Although many try to do just that.) Set high expectations for your team members, and help them to see what they can achieve.
- Measure. Don’t rely on what you believe to be true. Measure and monitor so you know if it’s true. Validate your data. Walk around. Talk to people. Listen. Look into their eyes and see for yourself whether the strategy is really working.
- Empower. The leader’s job is not to empower people, but rather to help them to empower themselves. It’s the difference between ordering people to do something and inspiring them to see what they can do.
- Reward. Employees work harder for leaders who demonstrate respect for their work. Authentic, purposeful praise is a power skill of the successful leader—everywhere.
- Anticipate. As a leader, you must always have your focus on the horizon. Your first task is to hone your view of the present that you perceive around you and your organization. Grounded in this reality, you are able to raise your sights toward the horizon and beyond.
- Navigate. Anticipation and navigation are complementary skills. It involves making decisions in real time that allow you to adjust, react, and outmaneuver the competition—always on the lookout for the unexpected.
- Communicate. Communication is where leadership lives and breathes. That means more listening than talking. It’s not merely telling people what you think and what you know. It is a process in which you seek first to understand what others think.
- Listen. Listen, learn, and then lead—in that order.
- Learn. Knowledge is what you know. Wisdom is acknowledging what you don’t know. Surround yourself with a handful of people who will be your corrective lens, making sure that you focus and learn. Equally important, your inner circle should be made up of confidants who provide grounding and perspective, seeing you as a person rather than a function.
Burnison reminds us that leadership is about people. “To lead,” he writes, “is to make an emotional connection on a very real and human level in every interaction.”
No Fear of Failure
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