Since personal capability is needed to create a clear vision, and sense of purpose for the organization, it and the leadership required, cannot be delegated. That capability was not evident within the leaders I worked with. Sense of purpose and vision were rarely discussed. It many have been an internal driver for them, but that does not help employees or the organization succeed. They must be communicated again, and again.
Once more. This idea of leaders trusting others (as stated by the authors) is missing an important component. Leaders first must be trustworthy, and then trust those who earn it. Since it is the most valuable resource, that focus must be instilled in the organization.
For those who haven’t exhibited trust, it requires leaders attention through counseling, training, and possibly dismissal. Some don’t seem able, or capable of reaching the necessary trust level, and without it, there are few options. It’s not an matter of ignoring it, or hoping and wishing it away. Keep in mind, however, that trust levels are affected by leaders who don’t value open communication. Some leaders see open communication as a threat to their authority when the opposite is true.
Leading Organizational Change
Change is necessary for an organization to increase its influence, and success. We have experienced or witnessed successful organizations that withered and died due to the inability to recognize, ponder, discuss, and vision a needed change. Leaders lead, but successful organizational change requires input at all levels; buy-in won’t come without it. As the authors state, organizational change is the highest expression of leadership, and includes leaders who communicate a strong vision, and have the ability to listen, and answer questions such as, “what’s in it for me?”, confidently.
Focus on Results
Unfortunately I have witnessed destructive behavior by leaders that undermined the Focus on Results. Leaders do forget that actions speak directly to their character, their interpersonal skills, and their personal capabilities. Inaction can surpass action in undermining morale, and trust. There were times I was prevented from taking action on important issues, and was rebuffed, only to see continued decline in performance by managers and employees. Inability to correct performance issues has a devastating effect on others, who see the problem, but is overlooked by management. The ‘good old boys’ were given a pass on unacceptable behavior when others were not. A sad commentary on poor leadership.
Next: The Extraordinary Leader
Turning Good Managers Into Great Leaders
AN OVERVIEW OF IMPORTANT IDEAS IN THIS BOOK