Leading Blog: A Leadership Blog tag:www.leadershipnow.com,2010:/leadingblog//1 2010-03-18T17:49:41Z Leading Blog encourages people to lead from where they are. We highlight issues of interest to leaders and have links to sources of information in the web. Movable Type 3.2 Leaders Change Minds tag:www.leadershipnow.com,2010:/leadingblog//1.718 2010-03-18T17:46:02Z 2010-03-18T17:49:41Z Rosabeth Moss Kanter (Evolve!/2001) likens the constant change happening today to the croquet game in Alice in Wonderland, a game in which “nothing remains stable for very long, because everything is alive and changing.” Robert Kriegel adds, “Not only is... Michael McKinney http://www.leadershipnow.com Evolve!/2001) likens the constant change happening today to the croquet game in Alice in Wonderland, a game in which “nothing remains stable for very long, because everything is alive and changing.” Robert Kriegel adds, “Not only is everything changing, but everything exists in relationship to something else that is changing." He suggests, "If you or your products don't grow, improve and evolve, as in nature—they (and you) will face extinction.” Faced with this understanding we quite often either freeze and do nothing or go into a frenzy and begin to change everything.

Certainly, change must become a part of our orientation. However, the changes must be calculated changes and not a reaction to perceived pressures or change based on the shallow "new-is-better" mind-set. As part of our ongoing maintenance (and it should be ongoing)—personally and organizationally—we must take a look at what should not be changed (and some things shouldn't) and what might, could or should be changed. Core values don't change, but methods (approaches) often do. If these things are not considered in advance, the tendency will be to make rash and impulsive moves from one ditch to the other when the pressure to change begins to loom over us.

Change has become the mantra for leaders. We often feel the need to move into a situation and shake it up … because then we’re really leading. And if we are not careful we can get into a change for change’s sake mindset. If something doesn’t change we aren’t doing our job. But we must remember that when talking about change in a leadership context, we are talking about changing people—their minds—and situations only indirectly. Leaders change conditions through people.

Sometimes the change we need is to get people to hold on—to stay the course—when they would feel like giving up, changing direction or abandoning the mission. Sometimes the status quo is exactly what is called for and changing people’s minds and perspectives to see that need, is the leader’s task.

Sometimes the change we need may indeed look on the outside, like no change at all. But it is change just the same. Sometimes our yardstick is not how different it looks, but how consistent it is. That takes a lot of changing. ]]> How to Decommoditize Your Leadership tag:www.leadershipnow.com,2010:/leadingblog//1.717 2010-03-11T01:25:30Z 2010-03-11T01:26:06Z All leaders want to make a difference; be transformational. And some do and some really don’t. We’ve all known leaders that are easily replaced. And (hopefully) we’ve known some that we can’t imagine doing without. The difference begins with the... Michael McKinney http://www.leadershipnow.com
The difference begins with the bond we create by integrating who we are with what we do. Making a difference has a lot to do with how completely we integrate what we are (our character, values and attitudes) with what we do (our competencies).

All leaders have to set direction, give orders, and display competence. But if that’s all they’re doing, they’re replaceable. What sets one leader apart from another, what makes an order compelling rather than coercive, is the kind of spirit that accompanies their actions; a commanding what-can-I-get-from-them approach or a servant what-can-I-give-them value system. But either way, what makes us take notice is their authenticity—their uniqueness. Are they being themselves or worse still, trying to be something they’re not?

It is in the visible world that our “invisible” inner world is manifested. When we integrate our whole person, we create the potential for meaning in our work, trust with those we lead, and in turn, we build our uniqueness as a leader.

In Rework, they write about building uniqueness in a business: “If you’re successful, people will try to copy what you do. It’s just a fact of life. But there’s a great way to protect yourself from copycats: Make you part of your product or service. Inject what’s unique about the way you think into what you sell. Decommoditize your product. Make it something no one else can offer.” The same is true on an individual level. You are your product. When you put more of you into the equation, you make yourself unique—even indispensable. When you add in humility, you create meaning that people can get behind.

[In Seth Godin parlance:
Indispensable + Humility = a Linchpin you can live with] ]]> Get to the Why by Starting at the Epicenter tag:www.leadershipnow.com,2010:/leadingblog//1.716 2010-03-10T07:31:06Z 2010-03-10T07:57:57Z When beginning or introducing anything—an idea, a project, or a new venture—you need to start with asking yourself why. In Rework, authors Jason Fried and David Heinemeier Hansson write candidly about where to begin: When you start anything new, there... Michael McKinney http://www.leadershipnow.com why. In Rework, authors Jason Fried and David Heinemeier Hansson write candidly about where to begin:
When you start anything new, there are forces pulling you in a variety of directions. There’s stuff you could do, the stuff you want to do, and the stuff you have to do. The stuff you have to do is where you should begin. Start at the epicenter.

For example, if you’re opening a hot dog stand, you could worry about the condiment, the cart, the name, the decoration. But the first thing you should worry about is the hot dog. The hot dogs are the epicenter. Everything else is secondary.
They suggest you begin by asking, “If I took this away, would what I’m selling still exist?” It’s easy to get bogged down in the details and get off on tangents. And while details are important, they can distract you, pulling you in the wrong direction or even derail your idea. They caution: “Getting infatuated with details too early leads to disagreement, meetings, and delays. You get lost in things that don’t really matter. You waste time on decisions that are going to change anyway. So ignore the details—for a while. Nail the basics first and worry about the specifics later.”]]> Becoming A Linchpin tag:www.leadershipnow.com,2010:/leadingblog//1.715 2010-03-05T09:30:13Z 2010-03-05T09:30:53Z Linchpin is about personal leadership and is the most leadership oriented book Godin has written to date. He makes a good case for developing yourself to reach your potential against the backdrop of the changing workplace. Changing workplace or... Michael McKinney http://www.leadershipnow.com Leadership Linchpin is about personal leadership and is the most leadership oriented book Godin has written to date. He makes a good case for developing yourself to reach your potential against the backdrop of the changing workplace. Changing workplace or not, it is the thing to do.

In the industrial workplace it was easier, even expected that you could hide behind your job in exchange for job security. “You weren’t born to be cog in the giant industrial machine. You were trained to become cog.” (His assessment of our educational system is spot on.) Today successful companies are looking for people who make a difference—linchpins.

“Linchpins are the essential building blocks of tomorrow’s high-value organizations. They don’t bring capital or expensive machinery, nor do they blindly follow instructions and merely contribute labor.” Linchpins don’t worry about what’s in it for them, but instead focus on giving gifts that change people. They can see the reality of today and describe a better tomorrow. That is, if they can ignore that voice inside that tells them to keep their head down, don’t make waves, don’t stand out. Godin identifies that voice as your lizard brain.

Overcoming the lizard brain takes training. “In the face of greed or fear from the amygdala [a-MIG-da-la or lizard brain], an untrained person surrenders.” “The goal,” says Godin, “is to quit the tasks you’re doing because you’re hiding on behalf of the lizard brain and to push through the very tasks the lizard fears.” He notes, “Ironically, it’s those who seek out discomfort that are able to make a difference and find their footing.”

The good news is that this doesn’t necessarily mean you need to change your job, your boss or your co-workers. That wouldn’t solve your problem anyway. The problem rests with you—your attitude. The difference between a cog and a linchpin really comes down to attitude. It requires a change of attitude. It means choosing to do your old job in a new way.

A choice to not hide your best work. A choice to find your opportunities to make something happen. A choice to overcome the resistance you face in doing your work because what you have to offer is important enough to make the effort.

The subtitle of the book asks, “Are you indispensable?” When talking about being indispensable, we need to distinguish between your value and your attitude. By developing your unique gifts—becoming more of who you are—you are increasing your value, exposing your gifts, and making yourself indispensable in a “there is no one like you” sense. That’s different than thinking you are indispensable. That’s an attitude that will lead you to self-destruction. (Mike Myatt expresses well the pitfalls of that kind of thinking.) I don’t think Godin is advocating arrogance or parading a “you can’t do without me" attitude. Instead, he is advocating that we make the choice to develop our unique combination of gifts and give them to the world in a way that makes a difference—to change people’s lives with what is the indispensable contribution that every human being can make if they will but choose to overcome the resistance to play it safe and aim for average. ]]> Leading Views: Structure Formally, but Work Informally tag:www.leadershipnow.com,2010:/leadingblog//1.714 2010-03-03T02:33:59Z 2010-03-03T02:34:31Z In The Right Fight, authors Saj-nicole Joni and Damon Beyer explain that in order for a leader to receive reliable information they need to go outside the constructs of the formal organization: Great leaders learn how to work out... Michael McKinney http://www.leadershipnow.com In The Right Fight, authors Saj-nicole Joni and Damon Beyer explain that in order for a leader to receive reliable information they need to go outside the constructs of the formal organization:

Great leaders learn how to work out tensions and conflicts through the informal networks that make the formal organization hum. They acknowledge their need for access to unfiltered information and recognize the creative potential in opportunities for unfettered thinking. They leverage their personal and expertise-based relationships in the informal organization to gather information, to gauge employee morale and mood, to allow things to bubble up from the best and the brightest, to test hunches, and to champion ideas.

Beyond that, they set up systems that encourage everyone to participate in the informal knowledge sharing, creating an open culture radically unlike the “mushroom” environment of far too many companies—where the lower an employee is on the org chart, the more likely he is to be kept in the dark.]]> First Look: Leadership Books for March 2010 tag:www.leadershipnow.com,2010:/leadingblog//1.713 2010-03-01T17:07:56Z 2010-03-01T17:08:39Z Michael McKinney http://www.leadershipnow.com March.

  The Little Big Things: 163 Ways to Pursue Excellence by Tom Peters
  Rework by Jason Fried and David Heinemeier Hansson
  Everyone Communicates, Few Connect: What the Most Effective People Do Differently by John C. Maxwell
  Denial: Why Business Leaders Fail to Look Facts in the Face--and What to Do About It by Richard S. Tedlow
  The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life by Robin Sharma

The Little Big Things Rework Everyone Communicates, Few Connect Denial Leader Who Had No Title

For bulk orders call 1-800-423-8273
]]> Build Your Leadership Library tag:www.leadershipnow.com,2010:/leadingblog//1.712 2010-03-01T17:06:18Z 2010-03-01T18:22:44Z Build your leadership library with these specials on over 180 titles. All titles are at least 40% off the list price and are available only in limited quantities.... Michael McKinney http://www.leadershipnow.com discounted books
Build your leadership library with these specials on over 180 titles. All titles are at least 40% off the list price and are available only in limited quantities. ]]> LeadershipNow 140: February 2010 Compilation tag:www.leadershipnow.com,2010:/leadingblog//1.711 2010-02-28T16:06:33Z 2010-02-28T16:08:33Z Here are a selection of tweets from February 2010: @dablervision: Overcoming Charisma. Very thoughtful http://bit.ly/d4OCnI Start your morning with this happy ditty! via @scotthulme: Pretty much my new favorite song of all time. http://bit.ly/9nknrH @LeadCap Prof. Sternberg is one... Michael McKinney http://www.leadershipnow.com twitter
twitter Here are a selection of tweets from February 2010: See more on twitter Twitter.]]> Are Leaders Destined to Disappoint? tag:www.leadershipnow.com,2010:/leadingblog//1.710 2010-02-27T00:16:21Z 2010-02-27T00:17:32Z Historian David Greenberg wrote in the Atlantic, “Americans have fallen, starry-eyed, for leaders who speak of a future unencumbered by history’s weight.” Intellectually we must know that this isn’t possible, yet is it too much to expect real change, fundamental... Michael McKinney http://www.leadershipnow.com Atlantic, “Americans have fallen, starry-eyed, for leaders who speak of a future unencumbered by history’s weight.” Intellectually we must know that this isn’t possible, yet is it too much to expect real change, fundamental change—a break from the past? It’s unsettling to think that we are only slaves to our past. Are we demanding too much?

Greenberg continues, “Theodore Roosevelt’s New Nationalism, Woodrow Wilson’s New Freedom, FDR’s New Deal, JFK’s New Frontier, even George H. W. Bush’s New World Order—all began with the promise of the new. Of course, after the flush of a campaign, both voters and presidents have invariably discovered that history imposes constraints.” And we are left disappointed.

Of course, this dynamic affects not only political leaders, but leaders everywhere. One always has to deal with what is (past and present) and the real level of desire (the crisis)—for transformational change to occur. Leadership is a creative act. A leader seeking transformational change needs to have three basic elements in place:

clearly defined goals (the how),
strong values with which to measure those goals (the why), and
an environment that is urgent to change (an opportunity).

Expectations create opportunities for leaders. The motivation from which springs the leader’s initiative is most often influenced by certain expectations on the part of the potential followers. Rosalynn Carter once said, “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.” This suggests that a leader’s responsibility is to do more than just serve up our wants. As Insead’s dean J. Frank Brown said, “Leaders must learn to listen and question before they act.”

We get the wrong kind of leaders when we place all of the responsibility of our expectations on their shoulders. In that environment we will always find individuals that are all too happy to pander to us and promise what they can never deliver in return for a title—placeholder leaders. Leadership is a shared responsibility.

A great leader must elevate their followers and give them power and responsibility to act or they can never really lead them. Greenberg writes, “Twenty-five years ago, the political scientist Theodore Lowi published a book called The Personal President. It argued that the increasingly large responsibilities placed on the president since Franklin Roosevelt’s time—of regulation, social provision, and economic management, to say nothing of the leadership of the free world—have exploded into impossible expectations. Every postwar chief executive, Lowi noted—and the observation still holds—has begun his presidency with high approval ratings and left office with the public chastened of its early optimism, if not disillusioned altogether.”

He concludes, “It is easy to propose that we lower our expectations for our new presidents—even, or perhaps especially, for presidents who come bearing lofty promises of transformation. But we can’t correct the problem, Lowi’s diagnosis suggested, simply by resolving to demand less from our chief executives or by vowing to learn from the past. The problem is rooted in nothing less than the presidency’s assumption of immense powers, and of a central role in our imagination. Candidates have no better path to victory than by inspiring us with dreams of a new political era, and presidents have no choice but to attempt “too much.” In doing so, however, they can only disappoint us.”

Perhaps we aren’t demanding too much of our leaders, we are instead, demanding too little of ourselves. Can we separate ourselves from our “history” and act creatively for real change? Maybe we need a little less heroic leader and a little more heroic follower?

It requires leadership at all levels.]]> The Purpose of Business is to Win Respect tag:www.leadershipnow.com,2010:/leadingblog//1.709 2010-02-23T23:02:48Z 2010-02-23T23:03:29Z February 22, 2010 The Purpose of Business is to Win Respectby Michael Skapinker, Financial Times In his column, Michael Skapinker asks what is business actually for? He makes the following case for respect: Some are lucky enough to fulfill... Michael McKinney http://www.leadershipnow.com
February 22, 2010 The Purpose of Business is to Win Respect
by Michael Skapinker, Financial Times

In his column, Michael Skapinker asks what is business actually for? He makes the following case for respect:

Some are lucky enough to fulfill the highest of Maslow’s needs, self-actualization, at work. All sorts of people find true fulfillment at work – software developers, recording artists, even auditors. But it is a lot to ask from a job. Others, perhaps most people, hope for work that is reasonably interesting, and indulge their true passions – singing, hiking, wine-tasting – on the weekends.

The best businesses are good at providing a sense of belonging. But belonging can be transient. Businesses succumb to competition and disappear. Or technological innovation makes them redundant. No doubt the photographic darkroom was a companionable place to work; so was a travel agency. There is less need for them now.

I suspect it is Maslow’s second highest need – respect – that people most crave from work: respect not just from their colleagues but from the world … and it gets us closer to what business is for: making profits and serving customers by doing something we can be proud of.

You can find the complete article on the Financial Times web site.

* * *
]]> 5 Global Trends Unfolding Over the Next Decade tag:www.leadershipnow.com,2010:/leadingblog//1.708 2010-02-23T17:38:18Z 2010-02-25T03:06:19Z In an address by Muhtar Kent, President and CEO, The Coca-Cola Co., he described five global forces that will unfold over the next decade. Although he is focusing on the beverage industry, these are trends that will impact many industries.... Michael McKinney http://www.leadershipnow.com address by Muhtar Kent, President and CEO, The Coca-Cola Co., he described five global forces that will unfold over the next decade. Although he is focusing on the beverage industry, these are trends that will impact many industries.
  1. A powerful shift in the epicenter of global economic growth. By the year 2020, the world’s economic power will radiate from many nations and not just a few. Despite the current economic woes, we’re going to see 20 trillion dollars of global GDP growth created in the next 10 years. Most of this will be in the emerging and developing economies of the world. In the next 10 years, we’re going to see a billion new consumers rise to the middle class.
  2. Rapid urbanization as people move to cities for opportunities. Today, the world’s cities are growing by 70 million people each year, and that will continue for at least the next decade. That’s the equivalent of adding a metropolitan area the size of Atlanta to the planet every 30 days for the next 10 years.
  3. A world wrestling with energy and resource scarcity. In the coming years, as wealth grows and consumer demand increases, we are going to be faced with constant scarcities and cost pressures. Demand for fuel, food and other commodities will expand significantly. This will have long-term cost implications for all of us. In a world of constant cost pressures, it is essential that we achieve a low-cost structure and that productivity is embedded in everything we do.
  4. A reset of consumer attitudes, values and expectations. Consumers worldwide are focused on value. They expect to engage with brands in a dialogue as opposed to a one-way monologue. They do not want to be told what to do. Today's consumers are dictating what they want... how they want it... when they want it... where they want it... and what price they are willing to pay. This is an important trend—and one that threatens to break the traditional distinction between buyer and seller that has been at the cornerstone of modern business and economics.
  5. An emerging new era of innovation brought on by these first four trends and fueled by sustainability imperatives. Most new breakthrough innovations over the next decade will spring from a world radiating economic power from multiple sources... from a world with more empowered consumers... and from a world where natural resource scarcity is the norm. New ideas and innovations will originate well beyond the four walls of a company. Innovation will be just as likely to come from customers, suppliers, and consumers. Innovations will be truly global. They will no longer just trickle down from developed to lesser developed nations. They will just as likely originate in emerging nations as well.
How will these trends impact you?]]> What Organizations Value in Leaders tag:www.leadershipnow.com,2010:/leadingblog//1.707 2010-02-21T17:39:37Z 2010-02-22T19:01:57Z Bloomberg BusinessWeek.com and Hay Group have released the results of their annual survey which ranks the best companies for leadership and examines how those companies develop leaders. Last year the quality that the Top 20 companies valued most in... Michael McKinney http://www.leadershipnow.com

Bloomberg BusinessWeek.com and Hay Group have released the results of their annual survey which ranks the best companies for leadership and examines how those companies develop leaders.

Last year the quality that the Top 20 companies valued most in their leaders was execution—the ability of leaders to achieve results through others. This year, the most valued quality is strategic thinking. "This year's emphasis on strategic thinking suggests that, like an individual recovering from a personal upheaval, businesses today are taking stock: reviewing their options, rethinking their strategies, considering new opportunities and innovations." It also suggests more long-term thinking.

BWhaysurvey
BWhaysurvey
See the complete PDF summary.

"While the data suggest there is no one best way to grow leaders, the companies that do it best share certain key characteristics. The top 20 companies address leadership development on multiple fronts, from articulating how leadership behavior needs to change to meet the challenges of the future to managing their pools of successors for mission-critical roles. And, despite the chaotic, crisis-strewn atmosphere of the past year, they've continued to make leadership a top priority."

leadership blog]]> How Fascinating is Your Message? tag:www.leadershipnow.com,2010:/leadingblog//1.706 2010-02-19T01:47:31Z 2010-02-20T16:52:14Z Robert Louis Stevenson said, “Everyone lives by selling something.” Leaders are always selling something—an idea, change, themselves or even their example. It’s influence. While we know a clear consistent message is necessary it is often hampered or even marginalized... Michael McKinney http://www.leadershipnow.com fascinate Robert Louis Stevenson said, “Everyone lives by selling something.” Leaders are always selling something—an idea, change, themselves or even their example. It’s influence.

While we know a clear consistent message is necessary it is often hampered or even marginalized by competing messages and issues. Sally Hogshead is an expert at delivering messages and changing people’s minds. In her book Fascinate: Your 7 Triggers to Persuasion and Captivation, she writes, “A competitive environment demands a more captivating message.” A more captivating message is a more fascinating one. Fascination is the connection we make with others that causes them to change their mind and behave differently. “People won’t change a preference, start a thought process, form a bond, or make a behavioral shift unless they’re provoked to change their opinions or actions.” Fascination provides the provocation.

A fascinating message steps outside the norms in one or more of the following ways: provokes strong and immediate emotional reactions (love it or hate it), creates advocates, becomes “cultural shorthand” for a specific set of actions or values (people identify with it), incites conversation, forces competitors to realign around it, and/or triggers social revolutions (forces us to think differently).

The key to mastering fascination is learning to effectively activate the seven triggers:
  • Lust creates craving for the sensory pleasure (Anticipation)
  • Mystique lures with unanswered questions (Know when to end your message)
  • Alarm threatens with negative consequences
  • Prestige earns respect through symbols of achievement (“We’ll be fascinated by prestige as long as we remain hardwired to compare ourselves to those around us.”)
  • Power commands and controls (As with the others, power lives on a spectrum ranging from delicate suggestion to crushing force. “Used intelligently and selectively, this trigger strengthens your reputation and earns respect.”)
  • Vice tempts with “forbidden fruit,” causing us to rebel against norms (The idea isn’t to get your audience to sin, but to encourage them to “change their patterns and try something different.”)
  • Trust comforts us with certainty and reliability (For building long-term relationships)
The point of all this is that you can make your message (or yourself for that matter) more fascinating. “All seven triggers affect decision making whether or not we intend them to.” She offers tools for evaluating your message, developing the appropriate triggers and then executing those triggers. She says there’s no “right” way to fascinate and that’s a good thing because we all operate a bit differently and tend to utilize different combinations of the fascination triggers. On her web site you can find out your fascination score (F Score) by taking a short test.

In an interesting example concerning teenage drinking and driving she notes that a graphic photo of a car wreck doesn’t seem to effectively dissuade teenage drivers. For teens, fear isn’t necessarily a reason to avoid something. How do you provide a fascinating message for this group?
Luke Sullivan, a legendary advertising writer, solved the problem. Luke knew that teems don’t fear death in the same way as adults. He also figured out what does create alarm among these drivers: Losing their license. Armed with that fact, he threatened teens with the ultimate dire consequence.

In Luke’s ad, we see a picture of a teenage guy on the way to prom, with his corsage-wearing date at his side. The headline reads: “If the thought of losing your life doesn’t keep you from drinking and driving, imagine losing your license.” In the photo, the boy is being chauffeured to prom … by Mommy.
How could you change your message to make it more fascinating and thus more effective for your audience?

Throughout the book she blends art and science to demonstrate what fascinates people and why. You might be surprised to find out which fascinations are driving your own behavior. Her writing style and examples are very entertaining. (If you get on her web site download a couple of her Hog-isms.)

“Whether we realize it or not—whether you intend to or not—you’re already using the seven triggers,” she writes. “The question is, are you using the right triggers, in the right way, to get your desired result? By mastering the triggers, your ideas become more memorable, your conversations more persuasive, and your relationships more lasting.”

How do you try to change people’s minds? Could you make your message more fascinating?

Meet Your 7 Fascination Triggers

]]> Leading Views: Law of Unintended Consequences tag:www.leadershipnow.com,2010:/leadingblog//1.705 2010-02-17T00:11:33Z 2010-02-21T07:05:58Z In Thriving In the New Economy by Lori Ann LaRocco, Larry Lindsey, CEO of economic advisory firm The Lindsey Group, says that to thrive in time of crisis you need objectivity. It means that you don’t get caught up... Michael McKinney http://www.leadershipnow.com In Thriving In the New Economy by Lori Ann LaRocco, Larry Lindsey, CEO of economic advisory firm The Lindsey Group, says that to thrive in time of crisis you need objectivity. It means that you don’t get caught up in the moment. This requires the perspective that history can give you. He writes:

One of history’s great lessons is that policy makers, in both the public and private sectors, tend to underestimate the costs involved when they contemplate the actions necessary to address some adverse change in circumstances. Although this is due in part to long periods of conditioning to the relationships and magnitudes that existed before the crisis, an equally important cause of the underestimation is the Law of Unintended Consequences. Even the most carefully designed policy responses involve unforeseen results, and in a crisis, there is not the time for as careful a consideration of the consequences of policy as might be ideal.

The way we approach this challenge is to imagine ourselves as future historians writing about the events of the present. This causes us to contemplate an outcome, which we as future historians have the advantage of knowing with 20/20 hindsight, and then work back to establish a chain of events that led to that outcome. When you do that, you have to visualize how something is going to happen and decide whether or not your vision is realistic. If it is not realistic, you reject it. Thus, only a small fraction of the speculative ‘‘future histories’’ one considers actually make it into the range of plausible scenarios.

This future-history approach doesn’t guarantee that you will have picked the right future, but it does facilitate objectivity. Once present-day events occurred that differed from what you imagined, that is, once the world ended up somewhere other than where you thought it was going to end up, you would know that, objectively, you were wrong.

Of Related Interest:
  Thriving In the New Economy
]]> George Washington: It’s Never to Early to Choose to Lead tag:www.leadershipnow.com,2010:/leadingblog//1.704 2010-02-15T22:45:28Z 2010-02-15T23:56:59Z Great leadership doesn’t just happen. Great leaders are revealed in extraordinary circumstances, but they are made long before. A person’s quality of leadership radiates from their character. Consequently, it’s never too early to begin your leadership development. George Washington filled... Michael McKinney http://www.leadershipnow.com
Young Washington
George Washington filled many roles in his lifetime: a surveyor, frontier explorer, businessman, land speculator, soldier, farmer and statesman. A couple of examples from Washington’s childhood help to explain his successes later in life.

By age sixteen, Washington had copied out by hand, 110 Rules of Civility & Decent Behavior in Company and Conversation. They are based on a set of rules composed by French Jesuits in 1595. The first rule sets the tone of the others that follow: “Every Action done in Company, ought to be with Some Sign of Respect, to those that are Present.” There isn’t a leader that wouldn’t benefit from a daily reminder of this approach. Time and time again, these rules from his childhood played out in the conduct of his public life and defined his reputation. These rules and his concern for them integrated him as a leader and bonded him with those he led.

George Washington’s father died when he was eleven leaving him to be raised by his older brother Lawrence. By age fifteen his formal schooling was over and he had achieved the equivalent of only a grade school education. But his education never stopped. Washington was an avid reader, soaking up the works of historians and thinkers. He was especially drawn to the essays of the Roman philosopher Seneca and Joseph Addison’s play Cato with its lesson in selfless leadership. He studied the ideas of his contemporaries in writings and conversation. He also spent a good deal of time writing which helped to solidify his thoughts. Learning is more than discovery. It helps us to make sense of things. It’s more than collecting information—it is applying it in a constructive way to some area of our life.

It is the mindset of a leader to work on themselves harder than they work on others. A leader’s first responsibility is governing themselves. Historian Gordon Wood has written, “Washington became a great man and was acclaimed as a classical hero because of the way he conducted himself during times of temptation. It was his moral character that set him off from other men.”

Leadership is embodied in the way you look at the world and respond to it. It’s never too early to choose to lead. ]]>