Comments on: Great Leaders Make Decisions http://www.n2growth.com/blog/actionable-leadership/ Where CEOs Come to Grow & where Leadership Matters Tue, 07 Feb 2012 18:46:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Your idea sucks « hour9 :: the learning leadership blog http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-26416 Your idea sucks « hour9 :: the learning leadership blog Wed, 17 Nov 2010 14:27:18 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-26416 [...] as of late is to do more and talk less. Seth Godin calls it shipping, Mike Myatt calls it being an actionable leadership, and I will call it “mouthless [...] [...] as of late is to do more and talk less. Seth Godin calls it shipping, Mike Myatt calls it being an actionable leadership, and I will call it “mouthless [...]

]]> By: Jennifer V. Miller http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29758 Jennifer V. Miller Thu, 11 Nov 2010 15:07:26 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29758 Mike, One of my favorite TV characters is Captain Kathryn Janeway, the starship commander in the Star Trek series “Voyager”. The character was depicted as a leader a bias for action, combined with a skill for collaboration. Whenever some crisis loomed on the Voyager, she was known barking out: “Options?” to the crew. After considering their suggestions, she was quick to make a decision. This provides an excellent template for leaders responding to challenge: speedy, but not hair-trigger. In control, but not controlling. Now I have a question for you: when, in your estimation, is it appropriate for a c-level leader to take a step back and *not* take action? Mike,
One of my favorite TV characters is Captain Kathryn Janeway, the starship commander in the Star Trek series “Voyager”. The character was depicted as a leader a bias for action, combined with a skill for collaboration. Whenever some crisis loomed on the Voyager, she was known barking out: “Options?” to the crew. After considering their suggestions, she was quick to make a decision.

This provides an excellent template for leaders responding to challenge: speedy, but not hair-trigger. In control, but not controlling.

Now I have a question for you: when, in your estimation, is it appropriate for a c-level leader to take a step back and *not* take action?

]]> By: mikemyatt http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29728 mikemyatt Thu, 11 Nov 2010 00:01:14 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29728 Collaboration is the name of the game...Thanks again Ellen. Collaboration is the name of the game…Thanks again Ellen.

]]> By: Elllen Weber http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29727 Elllen Weber Wed, 10 Nov 2010 23:58:35 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29727 Wow - Mike, thanks for the way you weave the parts together with such agility. I am always so refreshed by the centrality of ethics, doing the right thing, and people as capital - in your work! It's fun to figure things out collaboratively - and your work sets a wonderful stage to allow that to happen. Cool to see several leaders I also admire -- such as Susan Mazza and others here too! Keep the great stuff full front and forward Mike! Wow – Mike, thanks for the way you weave the parts together with such agility. I am always so refreshed by the centrality of ethics, doing the right thing, and people as capital – in your work!

It's fun to figure things out collaboratively – and your work sets a wonderful stage to allow that to happen. Cool to see several leaders I also admire — such as Susan Mazza and others here too!

Keep the great stuff full front and forward Mike!

]]> By: mikemyatt http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29726 mikemyatt Wed, 10 Nov 2010 23:46:04 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29726 Great words of instruction Susan - there's never a bad time to start becoming a better decision maker. I am in complete concurrence that the sooner a person becomes a better decision maker, the sooner they'll see more things work for them as opposed to against them. Great insights Susan. Great words of instruction Susan – there's never a bad time to start becoming a better decision maker. I am in complete concurrence that the sooner a person becomes a better decision maker, the sooner they'll see more things work for them as opposed to against them. Great insights Susan.

]]> By: susanmazza http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29725 susanmazza Wed, 10 Nov 2010 23:37:44 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29725 Anyone who has an aspiration to be in the C-Suite should read this, too. Learning to make decisions and developing the practice of taking action, bold decisive action, has to start way before you reach the C-Suite. Far too often people end up rising the ladder only to find them in position for which they are ill prepared. This is one of the dimensions people are often ill prepared. it is also an illusion to think that the higher you go in an organization the more control you have hence the decisions should be somehow easier. The decisions only get harder as the scope and potential reach and impact of your decisions increases. That's why I think we need to learn early on not just how to make decisions and act as individuals, but how to garner the full intelligence of a group of people to make wise decisions. As you point out, ultimately if we want to lead we must have the courage to choose and act. Anyone who has an aspiration to be in the C-Suite should read this, too. Learning to make decisions and developing the practice of taking action, bold decisive action, has to start way before you reach the C-Suite. Far too often people end up rising the ladder only to find them in position for which they are ill prepared. This is one of the dimensions people are often ill prepared.

it is also an illusion to think that the higher you go in an organization the more control you have hence the decisions should be somehow easier. The decisions only get harder as the scope and potential reach and impact of your decisions increases. That's why I think we need to learn early on not just how to make decisions and act as individuals, but how to garner the full intelligence of a group of people to make wise decisions.

As you point out, ultimately if we want to lead we must have the courage to choose and act.

]]> By: mikemyatt http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29724 mikemyatt Wed, 10 Nov 2010 23:26:25 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29724 Hi Ellen: I agree with you that the wiring of the brain is truly telling when it comes to understanding why we do the things we do. While I think most people understand the brain's role at a high-level, I don't think they delve deeply enough into the possibilities/upside of what can happen through intentional efforts at rewiring how we think. I'm a big fan of Ellen's work - read this article and find out why: <a href="http://twurl.nl/ltgmmp" rel="nofollow">http://twurl.nl/ltgmmp</a> Ellen, in answer to your questions about strategy and interviews, the first link will take you to an article on decisioning strategy: <a href="http://www.n2growth.com/blog/why-businesses-fail" rel="nofollow">http://www.n2growth.com/blog/why-businesses-fail</a> and the second link will take you to the interview section of the blog: <a href="http://www.n2growth.com/blog/category/interviews" rel="nofollow">http://www.n2growth.com/blog/category/interviews</a> Thanks Ellen. Hi Ellen:

I agree with you that the wiring of the brain is truly telling when it comes to understanding why we do the things we do. While I think most people understand the brain's role at a high-level, I don't think they delve deeply enough into the possibilities/upside of what can happen through intentional efforts at rewiring how we think.

I'm a big fan of Ellen's work – read this article and find out why: http://twurl.nl/ltgmmp

Ellen, in answer to your questions about strategy and interviews, the first link will take you to an article on decisioning strategy: http://www.n2growth.com/blog/why-businesses-fail and the second link will take you to the interview section of the blog: http://www.n2growth.com/blog/category/interviews

Thanks Ellen.

]]> By: Elllen Weber http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29723 Elllen Weber Wed, 10 Nov 2010 22:59:33 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29723 Mike I am intrigued by your notion of “the element that separates wannabe leaders from authentic leaders…The ability to take action and make decisions.” Love the idea here to “begin with the first step.” It’s by doing that the brain rewires itself for more of the same advances. Yes – you are spot on here Mike! “Understanding and implementing the concept of “actionable leadership” is a major key to success in becoming a great CEO.” We are also on the same page that “Walt Disney’s one of the greatest creative talents and true innovators of our time who knew how to quit talking and begin doing.” I often explain to clients why the brain procrastinates, (and what’s really going on inside the brain) which often helps them to see procrastination in another way. Have you interviewed senior executives, Mike, to discover more of what’s behind their struggle with even simple decisions?” Fascinating stuff here, and this is an area where brainpowered facilitation helps immensely. Your wisdom rings through the article, Mike! Thanks for the inspiration to help us all, “stop pondering and pontificating make a decision and take action.” Research supports the same – with neuro discoveries that show why this advice is a leader’s best neuron pathway forward to fix this dysfunctional dilemma! My question is: “What strategy might help to encourage leaders to run daily with what you say here?” By run, I also mean drawing deeply and often from others around as decisions are made, so that they represent the best interests of clients and the leader’s worker community. Thanks Mike – for nudging leadership into deeper waters for another look at possibilities. Mike I am intrigued by your notion of “the element that separates wannabe leaders from authentic leaders…The ability to take action and make decisions.”
Love the idea here to “begin with the first step.” It’s by doing that the brain rewires itself for more of the same advances.

Yes – you are spot on here Mike! “Understanding and implementing the concept of “actionable leadership” is a major key to success in becoming a great CEO.”
We are also on the same page that “Walt Disney’s one of the greatest creative talents and true innovators of our time who knew how to quit talking and begin doing.” I often explain to clients why the brain procrastinates, (and what’s really going on inside the brain) which often helps them to see procrastination in another way.

Have you interviewed senior executives, Mike, to discover more of what’s behind their struggle with even simple decisions?” Fascinating stuff here, and this is an area where brainpowered facilitation helps immensely.

Your wisdom rings through the article, Mike! Thanks for the inspiration to help us all, “stop pondering and pontificating make a decision and take action.” Research supports the same – with neuro discoveries that show why this advice is a leader’s best neuron pathway forward to fix this dysfunctional dilemma!

My question is: “What strategy might help to encourage leaders to run daily with what you say here?” By run, I also mean drawing deeply and often from others around as decisions are made, so that they represent the best interests of clients and the leader’s worker community. Thanks Mike – for nudging leadership into deeper waters for another look at possibilities.

]]> By: mikemyatt http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29721 mikemyatt Wed, 10 Nov 2010 22:06:31 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29721 Hi William: I agree with your comment about Mark. He is a truly gifted leader and thinker. As for you Sir, your thoughts more closely resemble a blog post than a comment...brilliant. Thanks for taking the time to expand upon the thoughts expressed above. Your insights are spot-on. Thanks for investing your time in this community William. Hi William:

I agree with your comment about Mark. He is a truly gifted leader and thinker. As for you Sir, your thoughts more closely resemble a blog post than a comment…brilliant. Thanks for taking the time to expand upon the thoughts expressed above. Your insights are spot-on. Thanks for investing your time in this community William.

]]> By: William Powell http://www.n2growth.com/blog/actionable-leadership/comment-page-1/#comment-29718 William Powell Wed, 10 Nov 2010 20:17:34 +0000 http://www.n2growth.com/blog/actionable-leadership/#comment-29718 I love what Mark Oakes had to say about Fear of Rejection/Failure seems to have begun to rule the day among many leaders. This fear is seemingly rationalized by a lack of willingness to take ownership of the decision. Being ambiguous gives people the opportunity to shift blame. Cowardly! In a world where the slightest mistake can zoom around the world in a matter of minutes, it takes true grit to make the decision, take action and stand by it if it goes pear shaped. If we aren't willing to cop it on the chin when we make the mistakes, then we shouldn't have the reward of celebrating and getting the pat on the back when it goes well. It's a package deal and being in leadership means you accept the nature of it. Since when was being a leader predicated on feeling safe and sound? Leadership is white water living. If you have ever been white water rafting, it inspires many emotions but safety isn't very high on the list. Ideally you're going where no one has been yet, so fall down, get up, and get on with it. A study by Leadership IQ showed that 23% of board members questioned were willing to tolerate bad news and significant course corrections by the CEO. What they couldn't tolerate was a CEO who was in denial and wouldn't recognize the bad news. This easily translate into inaction. Cheers, William I love what Mark Oakes had to say about Fear of Rejection/Failure seems to have begun to rule the day among many leaders. This fear is seemingly rationalized by a lack of willingness to take ownership of the decision. Being ambiguous gives people the opportunity to shift blame. Cowardly!

In a world where the slightest mistake can zoom around the world in a matter of minutes, it takes true grit to make the decision, take action and stand by it if it goes pear shaped.

If we aren't willing to cop it on the chin when we make the mistakes, then we shouldn't have the reward of celebrating and getting the pat on the back when it goes well. It's a package deal and being in leadership means you accept the nature of it.

Since when was being a leader predicated on feeling safe and sound? Leadership is white water living. If you have ever been white water rafting, it inspires many emotions but safety isn't very high on the list. Ideally you're going where no one has been yet, so fall down, get up, and get on with it.

A study by Leadership IQ showed that 23% of board members questioned were willing to tolerate bad news and significant course corrections by the CEO. What they couldn't tolerate was a CEO who was in denial and wouldn't recognize the bad news. This easily translate into inaction.

Cheers,
William

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