Leadership: your biggest opportunity

Published: 2011-03-21   There are 6 comments ... please add yours below

Why do we plan a journey, IT upgrade or product launch? So we reach our destination and goals effectively and efficiently. Achieving desired outcomes; and, doing so with minimum energy and resources. Why then do so many leaders not plan their leadership actions? My observation from four decades of working with CEOs and other executives is that many lead unthinkingly. Often spending time on the wrong things. Underperforming and undermining their credibility. Worst of all, failing to inspire the people they’re meant to lead. Would your people say I’ve just described you – even in part? If so, here’s a three-step solution.

I have to admit that some leaders, like some pianists, can “play by ear”. They’re intuitive and adaptive. Just as some sportsmen and women are naturals. But even stars can improve. In fact, they’re often the ones investing most in doing so. They see their areas of advantage but equally recognise others where they need to analyse, plan and practice.

For the 99% of us, who are not “naturals”, here are three steps to become more focused and proficient in leading your current project, task or team.

1. Problem: Which worry is uppermost in the minds of my people, holding them back from full enthusiasm? Is it “where are we going” or “can we do it” or “what output is required” or something else? To express these questions in terms of their impact on your team: are they hoping you’ll “lift their sights”, “fire them up”, “raise their productivity” or what? Write down what you think they would say is their main worry.
2. Opportunity: Let’s assume, for example, it’s mostly about “where are we going?”: the need to “lift their sights”. If so, will greatest leverage come from “defining destination and outcomes”, “identifying drivers of competitive advantage”, “addressing internal and external risks” or what? Write down the best option.
3. Action: Now comes the hard part. What exactly are you going to do to address the chosen option? What’s your leadership action commitment: doing what, with whom and by when? Once again, write it down.

Now, go through the three steps again, starting with the second most pressing question or worry holding your people back – and writing answers as you go.

The foregoing is an abbreviated version of my online leadership tool – for problem-solving your leadership challenges. Like any planning, it’s demanding. But pays big dividends. And, the tool provides lots of prompts and resource material, as you proceed. So why not aim to be a star player? Start by leading yourself and making a Leadership Action Plan! It’s your biggest career and promotion opportunity.

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Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®

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Comments (6)

Timothy Pascoe - date: 2011/03/25 12:44 pm


Dear Sabina,

You're absolutely right about the general importance of planning: to set the road map and create a basis for checking progress and whether promised outcomes have been delivered.

My personal priority in this regard is encouraging people to plan their leadership actions. We do lots of project and business plans but mostly DON'T work out what we need to do as the leader (the actions we personally will take) to address concerns amongst our followers. Without that focus, we lead blindly - just using default or random actions. No wonder then if our team members remain confused or are reticent about committing.

Leadership action planning is the missing link in business planning.

Again, thanks for your comment,

Timothy


Sabina Asare- Browne - date: 2011/03/24 09:38 pm

Hi Timothy,On reading your very interesting and educative article I realize how important it is to ensure good planning. Good planning should be recorded so that it can be shared and referred to at anytime.
I also personally feel it is evidence of quality assurance systems and record keeping.The three steps you have stated in the article all require careful planning before outcomes can be achieved and rather reminds me of the need to apply SWOT analysis in every aspect of business functions, eg, in team work.. what are the current strenghts and weakness of the team, what opportunities can I create for effective/ improvement in team/building/ work, what kinds of things threaten /weaken team cohesiveness? another example could be eg if it is in relation to some organisational change for example.. what is the current situation necessitating the change? what are the current strengths in the organsisation that can be carried over to the new changes being considered?, what are the weakness that contributed to the current problem ?,can I eliminate them altogether, what new oppotunities can I create now?, what can I take from "out there" external environment that will boost what I already have "in here" internal environement. I would write these doen because writing them will help me to think, rethink, adjust, and review. I would like to say that there can be no planning if there is no intention to review, where there is no review or retunrning to the original plan there can be no way of ascertaining whether the plan is on course or not.
So the the plan becomes a method for future assessement of future situations and can be likened to a compass which is a tool / object that directs you when you are lost. We gather the facts required, eg difficult problem, assess it, plan to resolve it, implement the action plan ,monitor and review the plan and ensure continuous improvement by ensuring that the plan remains live.

Thank You

Timothy Pascoe - date: 2011/03/22 01:25 pm


Dear Joseph,

I admire people, who can carry everything in their head. I, on the other hand, have to write things down - first, to really focus on them second, to remind me of things I need to do - whether for shopping or my leadership actions.

I'd be lost without my lists and pieces of paper, on which to sketch out ideas or diagrams that come to mind when I read things. For me, a pen is often an essential reading tool - enhancing the reading experience via underlining, taking notes, writing down opposing options, etc.

Best wishes and thank you,

Timothy


Timothy Pascoe - date: 2011/03/22 01:19 pm


Dear Phadke,

You're right: to be an effective leader, I have to keep on unlearning and relearning. It's hard work but the only way forward - particularly, if the way I led in the past worked quite well. This can mislead me into believeing that it will always work in the future. But, the world moves on. And, no two circumstances are identical.

Thank you for your comment.

Timothy


Joseph Mullin, MBA Principal - date: 2011/03/22 09:17 am

Timothy!
Applause to you sir!
You have produced yet another great lesson for leaders.

I see that I need to write it down as I have have a habit of trying to keep it all in my head. I have been trained to perform constant assessment and reassessment in oder to maintain continuity.

Great work! Thank you.
Joseph

Phadke Subodhkumar Narayan - date: 2011/03/21 04:56 pm

Namaste Sir,

Like last article. This article, subject & above all example that your interlinked with the need is too good.

Honestly, many leaders all across the globe will not be able to digest it.

Reasons are very simple and we all know about it.
We call it as "EGO".
Then becoming "unbiased"
And to become "unbiased", each leader have to keep himself/herself in the position of "unlearning" and then "relearning".

If if each leader all across the globe remove these two words "ego" and "unbiased"? Then article & tips/tricks suggested is a treat for further development.

You and every reader may endorse it and accept it.

I thank you for this wonderful article,

Sincerely I remain,

Phadke Subodhkumar Narayan
City: Pune
State: Maharashtra
Country: India

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