You’ll rarely encounter the words leadership and surrender used together in complementary fashion. Society has labeled surrender as a sign of leadership weakness, when in fact, it can be among the greatest of leadership strengths. Let me be clear, I’m not encouraging giving in or giving up – I am suggesting you learn the ever so subtle art of letting go. A leader simply operates at their best when they understand their ability to influence is much more fruitful than their ability to control. Here’s the thing – the purpose of leadership is not to shine the spotlight on yourself, but to unlock the potential of others so they can in turn shine the spotlight on countless more. Control is about power – not leadership. Surrender allows a leader to get out of their own way and focus on adding value to those whom they serve.

If you’re still not convinced the art of leadership is learning the focus point should be on surrender not control, consider this: control restricts potential, limits initiative, and inhibits talent. Surrender fosters collaboration, encourages innovation and enables possibility. Controlling leaders create bottlenecks rather than increase throughput. They signal a lack of trust and confidence an often come across as insensitive if not arrogant. When you experience weak teams, micro-management, frequent turf wars, high stress, operational strain, and a culture of fear, you are experiencing what control has to offer – not very attractive is it?

Surrender allows the savvy leader to serve where control demands the ego-centric leader be served. Surrender allows leadership to scale and a culture of leadership to be established. Surrender prefers loose collaborative networks over rigid hierarchical structures allowing information to be more readily shared and distributed. Leaders who understand surrender think community, ecosystem, and culture – not org chart. Surrender is what not only allows the dots to be connected, but it’s what allows to dots to be multiplied. Controlling leaders operate in a world of addition and subtraction, while the calculus of a leader who understands surrender is built on exponential multiplication.

I have found those who embrace control are simply attempting to consolidate power, while those who practice surrender are facilitating the distribution of authority. When what you seek is to build into others more than glorifying self you have developed a level of leadership maturity that values surrender over control. Surrender is the mindset which creates the desire for leaders to give credit rather than take it, to prefer hearing over being heard, to dialogue instead of monologue, to have an open mind over a closed mind, to value unlearning as much as learning. Control messages selfishness, while surrender conveys selflessness – which is more important to you?

Keep this in mind – we all surrender, and not all surrender is honorable. Some surrender to their ego, to the wrong priorities, or to other distractive habits. Others surrender to the positive realization they are not the center of the universe – they surrender to something beyond themselves in order to accomplish more for others. Bottom line – what you do or don’t surrender to will define you. Assuming you surrender to the right things, surrender is not a sign of leadership weakness, but is perhaps the ultimate sign of leadership confidence. I’ll leave you with this quote from William Booth: “The greatness of a mans power is the measure of his surrender.”

Thoughts?

You’ll rarely come across successful leaders who have a tin ear. The best leaders are tuned in to the emotional needs of those whom they serve.  They engage, they listen, they empathize, and they acknowledge. They treat you as a colleague not a subordinate. They seek to understand not direct. They are the not tone deaf – they are relevant because they show they care. Are you guilty of having a failure to communicate? Here’s the thing - who cares if you possess excellent communication skills if you don’t use them properly. It simply does no good to listen if you don’t hear, or hear if you don’t understand. If your engagement isn’t advancing your vision, developing your team, or otherwise adding value to your stakeholders, then I would suggest your well honed skills are not as refined as you may think. In today’s post I want to address an often overlooked aspect of communications, which if not well understood, can render even the most articulate leaders ineffective – being tone deaf.

When it comes to communications, it’s not just a matter of if you send a message that determines whether it’s received, but rather how, when and why you send it that matters. I don’t know about you, but I’ve come across many a leader who just can’t seem to put the communications puzzle together – for whatever reason they don’t get it. They choose the wrong medium for their message, they appoint the wrong proxy to deliver a message they should have communicated in person, they communicate too infrequently, or my personal pet peeve, they bombard you by communicating far too often with disjointed messages that serve to confuse rather than to clarify – they are tone deaf.

In other posts I’ve pointed out that it is simply not possible to be a great leader without being a great communicator. This partially accounts for why we don’t encounter great leadership more often. The bottom line is that few things are as important when it comes to leadership as clear, crisp, on-point, and on-time communications. The big miss for most leaders is that they fail to understand that the purpose of communication is not to message, but to engage. It’s not about being efficient, it’s about making others more effective. It’s about focusing on understanding the needs of others.

Put simply, leaders need to figure out the communications rhythms, patterns and preferences of those they engage with. Leaders must learn to meet their constituents where they are in the manner most likely to add value to their world. The outcome of this should be obvious – improve the world of your stakeholders and your world gets better as well. Focus on the following three points and you’ll find that communications, morale and performance will all improve:

• Engage: Good communications are bi-directional. Don’t speak at or to someone – speak with them. Don’t monologue – dialog. While one way communications might make you feel better initially, they only serve to frustrate those on the receiving end of your messaging. Keep in mind that when the negative impact of your poor communications are felt down the road, the damage will far outweigh the initial ego boost you received from giving your monologue.
• Relevance: I’m always amazed at those who believe just because something matters to them, it must matter to others. Remember that just because you have something to say doesn’t necessarily mean other people want to hear it.  Furthermore, just increasing the volume or frequency of the message doesn’t make it any more relevant. When a message isn’t sticking, smart leaders don’t raise the volume of the rhetoric – they improve the quality of the message.
• Pacing: It’s important to understand not everyone communicates at the same pace – frequency matters. Again, this isn’t easy, but it’s well worth the time to figure out. Some people simply require, and are deserving of, more frequent interactions. Likewise others thrive on less frequent engagement. Some do well receiving information in group settings, while others require one-on-one time. Moreover, everyone has their technology preferences that need to be figured into the equation as well. The important take away here is that it’s YOUR JOB to figure all of this out.
• Timing: Like pacing, it’s also important for leaders to understand that timing matters. Just because you have something to say doesn’t mean someone is ready or willing to listen. One of the most important things a leader can do is to demonstrate respect for the time of others. Other than in the case of an emergency, interruption is never a good foundation for delivering a message. Whether you’re communicating to an audience of one or many, once said audience realizes that you understand their needs and respect their time your message will be much more openly received.
• Medium: I don’t really care about my communications preferences, I care about how well my communication is received. I use virtually every communications medium available to me to make sure I meet the needs of my stakeholders. I text, IM, email, phone, tweet, facebook, blog, use video, and yes, my preference is to go old-school and get face-to-face when possible. I do these things not based upon what works for me, but what works for others. As a result of this I have learned to make these things work for me. Let me be as clear as I can – a leader who fails to meet the needs of the stakeholders will soon be replaced by a leader who does.

Bottom line…even though what I’ve espoused above might seem trivial to some leaders, if you truly engage with people in a meaningful way, and in the manner most effective for them, it will be well worth the investment.

Thoughts?  Please share them in the comments section below, but only if that works for you – if not, there are lots of other ways to reach me…

Why should anyone be led by you? This is the seminal question for all leaders. People arrive at a position of leadership in many different ways – some individuals openly and aggressively seek out positions of leadership, while leadership is thrust upon others. Whether leaders are elected, appointed, anointed, or self-proclaimed, and regardless of whether it is by design or default, once in a position of leadership they nonetheless carry the burden and responsibilities associated with being a leader. So back to the original question – Why should anyone be led by you?

Have you ever felt as if  the term “leadership” has a bulls-eye painted on it? Well, it’s because it does – the very mention of the word leadership seems to draw fire from increasingly large numbers these days. The term has been inappropriately hi-jacked by the politically correct who mock it, the avant-garde who belittle it, the naive who discount it, and the public at large seems to be growing tired of hearing about it. I’m befuddled by this dismissive attitude, and am left wondering how we could have arrived at such a place – how could something so valuable be trivialized by so many?

I’ve come to the conclusion that the reasons so many attempt to ridicule leadership are twofold: 1.) The masses of feigned leaders in the public eye make it easy to do so, and; 2.) Real leaders tend to practice their craft quietly, and with great humility, often going unnoticed in the public eye.

I was at a leadership workshop over the weekend and witnessed a leader self-assess himself as his own greatest risk. It’s true for all of us. Here’s a sobering thought for you to ponder – YOU are the single biggest threat to your role as a leader. Which means YOU are also the single biggest risk to your success in the workplace, with your spouse, to your children, and to your friends. If you are in a position of leadership, you will lead – you will either lead people toward the right things or lead them astray, but you will lead.

By my definition, leaders are not self-promoting, pseudo celebrities whose propensity for personal achievement and media attention far outweigh their true contributions. Rather than focus on the braggarts that litter the media with their personal triumphs, or the charlatans who provide constant reminders of failed leadership, we need to focus our attention on the true leaders who quietly walk among us each day…ethical business people, soldiers, firefighters, law enforcement officers, principled educators, pastors & theologians, medical practitioners, responsible parents, student achievers, volunteers, statesmen (notice I didn’t say politicians), good Samaritans, and the every day hard working American citizen. These are the real leaders who through their personal sacrifice, committed service, and selfless acts who deserve our respect and attention.

We’ve all witnessed the leader who tries to do too much, and conversely, most of us have also observed the leader in stealth mode. We’ve gladly followed the bright, affable and charismatic leaders and rebelled against the arrogant and self indulgent leaders who love to do little more than pontificate about their legendary prowess. The truth is no single label receives the unrelenting and often terse scrutiny (public and private) than that of leader. The pressure is intense, and the risks are high. The good news is the rewards can be tremendous for those who possess the requisite skills and character to not only hold the title of leader, but who are also capable of living up to the title.

When you closely examine the core characteristics of what really makes for great leadership, it’s not power, title, authority or even technical competency that distinguishes truly great leaders. Rather it’s the ability to both earn and keep the loyalty and trust of those whom they lead that sets them apart. Leadership is about trust, stewardship, care, concern, service, humility and understanding. If you build into those you lead, if you make them better, if you add value to their lives then you will have earned their trust and loyalty. This is the type of bond that will span positional and philosophical gaps, survive mistakes, challenges, downturns and other obstacles that will inevitably occur. Leadership is service. It’s not about you, but about the serving the needs of those whom you have responsibility for.

You don’t change mindsets by being right, you do it by showing you care. Logic and reason have their place, but they rarely will overcome a strong emotional or philosophical position. Trying to cram your positional logic down the throat of others will simply leave a very bad taste in their mouths. This is a very tough lesson for many to learn, but a critical one if you take your duties, obligations and responsibilities as a leader seriously.

The best leaders are capable of aligning and unifying opposing interests for a greater good. You won’t ever become a truly successful leader until you understand a person’s need to be heard and understood is much more important than satisfying your need to impart wisdom. I’m going to make this as simple as I can…leadership is all about the people – nothing more & nothing less. Are you worthy of being a leader? Why should anyone be led by you?

Thoughts?

Can leaders be blinded by their own success? You bet…While success is what all leaders strive for, unless you’re prepared to handle it, success can quickly complicate your life. As strange as it may sound, success can often times be the precursor to failure. So my question is this: Is your success serving as a springboard toward significance, or is it merely a temporary state, precariously positioned and ready to implode with the slightest change in circumstance? Success without perspective, purpose, and focus can actually cause more harm than good. In today’s post I’ll discuss how leaders can either leverage success into significance, or if they’re not careful, have it serve as a catalyst for a rapid downward spiral…

While not often discussed, nothing dulls the senses like a taste of success. A chance encounter with success can often lead to a feeling of being indestructible, which in turn can lead to arrogance, and the belief that success itself will breed success in any situation. Once a leader starts to believe their own rhetoric, trouble is not far behind. The reality is that past success, in and of itself, does not necessarily serve as an indicator of future success.

Life is full of seemingly successful people who regularly fall from the ivory tower for no apparent reason. We’ve all witnessed the lottery winner who hit the big one only to have their new found wealth derail their life, as opposed to solve all their problems. We’ve seen the same thing happen to young politicians who dream of changing the world only to find themselves corrupted by their own ego once they arrive on Capital Hill.  How about the professional athletes who sign multi-million dollar contracts out of school? They all too frequently end-up running with the wrong crowd only to find themselves out of the league only a few years later with nothing left to show for their success. And finally, how about the executive or entrepreneur who rises to the top, gets the title and the paycheck to go along with it, only to later run their company into the ground and eventually lose their position and all the perks that went with it.

Are success and significance the same thing? Sometimes yes, and sometimes no. Sure, for those “who get it” success and significance are one in the same, but for most professionals success begins and ends with the achievement of a certain list of personal goals with little regard to the impact on others. These people confuse success with significance, and regardless of their wealth and professional accomplishments, they won’t accomplish the true greatness which only comes through making significant contributions to something other than one’s self. I don’t care how your resume reads, what your net worth is, or what your W-2 shows…what I care about is your motivation, and what you do with what you have.

The pivotal point in leadership maturity is when you remove yourself from the spotlight and focus on building into others. Sadly, too many leaders believe their legacy is something to be constructed at the end of their careers in an attempt to preserve a testimony to their accomplishments and achievements. This has nothing to do with leadership or legacy – it’s little more than a contrived attempt to rewrite history and preserve the myth their ego has fabricated. A real legacy has nothing to do with you, but how you’ve impacted the lives of others. It’s built day-by-day, decision-by-decision, relationship-by-relationship. A real legacy is lived in the present, and as a result it endures the test of time in magnificent fashion.

One of the questions I ask leaders is “how important is legacy to you?” It’s a question to which the answer often reveals what a person truly believes and values. The best answer I’ve received to date was in an interview with Jim Hotaling:

“Personal legacy is something a servant leader should never think about. It is all about the organization. I would like to be remembered as someone who gave back to his country since the age of thirteen. I am an American Airman and I have answered my nations call. It’s that simple, I look for no accolades only the ability for myself to say thank you to my country for giving me and my family all that we have.”

Bottom line…Initial success can be a start to something truly great, or the beginning of the end. This will largely be determined by the victor in the battle between your humility and your hubris. Success as a leader has little to do with you, and everything to do with the success of those whom you lead. If the people you lead aren’t better as a result of your leadership, then all the material wealth in the world won’t allow you to sleep any better at night.

What say you?

What better time to discuss opportunity than the start of a new year? Opportunity and timing are inexorably linked. So much so, that if you don’t think timing is everything - think again. Anyone paying attention to current events has recently witnessed that it doesn’t really matter whether you’re a politician, investment banker, CEO, or just an average citizen, when it comes to making a simple decision, managing a crisis, or attempting to exploit an opportunity, timing is everything. I’ve often heard people quip that they would rather be lucky than smart. While intelligence and good fortune are certainly both valuable traits to possess, neither of these traits holds a candle to having a great sense of timing…Luck is a hit or miss proposition, and we’ve all known many a brilliant underachiever. However it has been my observation you’ll rarely come across someone who possesses a great sense of timing that is anything other than successful. In today’s post I’ll take a look at opportunity as key success metric…

As the verse from the old Kenny Rogers song goes “you have to know when to hold em and know when to fold em.” There are a few times in the life of every professional where staggering opportunities will present themselves. The question is not whether these opportunities exist, but rather what will you do with them when they cross your path. I believe one of the key differences between excellence and mediocrity is the ability to not only recognize opportunities, but to also possess an understanding and willingness to exploit said opportunities. Exploiting opportunities requires that you not only possess vision, but also a corresponding bias to action (and a bit of courage as well).

Rarely will you come across a static opportunity in the sense that it will stand idle and wait for you to act. Significant opportunities are not only scarce, but they typically operate on the principal of diminishing returns. Put simply, opportunities are time sensitive. The longer you wait to seize the opportunity the smaller the return typically is. In fact, more likely is the case that the opportunity will completely evaporate if you wait too long to seize it. Keep this thought in mind; when opportunity knocks – answer the door.

I can’t even begin to count the number of times I watched people miss great opportunities due to a poor sense of timing. Not too surprisingly, people who possess a poor sense of timing usually don’t even understand timing is an issue. How many times have you witnessed someone holding-out for a higher price, better valuation, evolving markets, technology advances, or any number of other circumstances that either never transpire, or by the time they do, the opportunistic advantage had disappeared? I’ve observed the risk adverse take due diligence one step too far, the greedy negotiate too long, the impulsive jump the gun, and the plodders move to slow. As the saying goes “timing is everything.” The following list contains 5 suggestions for how to spot and evaluate opportunity:

1. Alignment: The opportunity should be in alignment with the overall vision and mission of the enterprise. Any new opportunity being evaluated should preferably add value to the core, but if not, it should show a significant enough return on investment to justify the dilutive effect of not keeping the main thing the main thing. The core should be used to align, but not necessarily to exclude.
2. Advantage: No advantage equals no opportunity. If the opportunity doesn’t provide a unique competitive advantage it should at least fill a void bringing you closer to an even playing field. Be careful however not to fall into the trap of “me too” innovation – copying isn’t innovating. Instead of leveling the field, think about tilting the field to your advantage, and where possible, the creation of a new field altogether.
3. Assessment: Is the opportunity affordable, feasible, adoptable, and most importantly, is it actionable? An opportunity which cannot be implemented isn’t really an opportunity – it will likely be just another very costly distraction. Conduct your diligence before you pull the trigger, not afterwards. A ready – fire – aim approach to opportunity management usually fails to hit the target.
4. Accountability:  Keep in mind great ideas are not always the same thing as great opportunities. Ideas don’t always have a corresponding vision, nor do they always contain a framework of accountability which helps to ensure a certainty of execution. For opportunities to become reality they must be viewed through the lenses of organizational awareness and personal responsibility. Any new opportunity being considered should contain accountability provisions. Every task should be assigned and managed according to a plan and in the light of day. Any opportunity being adopted must be measurable. Deliverables, benchmarks, deadlines, and success metrics must be incorporated into the plan. The opportunity must be detailed and deliverable on a schedule – it needs to have a beginning, middle and end. Any opportunity not subjected to sound principles of leadership will likely fail.
5. Achievement: Opportunities are great, but achievements are better. If any of the four items above are missing the outcome will be unrealized opportunity, or opportunity squandered and lost. The smart game is not played for what could have been, or should have been, but for what was achieved.

The proverbial window closes on every opportunity at some point in time. As you approach each day I would challenge you to consistently evaluate the landscape and seize the opportunities that come your way. Better to be the one who catches the fish than the one who tells the story of the big one who got away…

Thoughts?

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Even though few would dispute the value of being an engaged leader, many still do not practice what they preach. The harsh reality is that great numbers of leaders continue to operate in a vacuum by sequestering themselves away in the corner office and attempting to lead from afar.  Trust me when I tell you that being out of touch is never a good position to find yourself in as the CEO. I rarely come across leaders who couldn’t benefit from being more meaningfully engaged on both a broader and deeper basis, and hope that today’s post will encourage you to do just that…ENGAGE.

I have consistently espoused the value of walking the floor (hat tip to Tom Peters – MBWA), dropping in for meetings on an impromptu basis, proactively engaging key stakeholders, and any number of other items that focus on raising your awareness. Don’t think span of control – think span of awareness.

My advice to CEOs, regardless of whether you’re running a start-up or a Fortune 500 company, is to go see things for yourself. I think you’ll find your view of the world will change dramatically when you validate impressions based upon your own observations, as opposed to sole reliance on what you read in a management report, or what you hear third or fourth hand in a meeting. Think about it…when you’re sitting in front of the board, on an analyst call, providing testimony, talking to the media, or speaking at the annual shareholder meeting, wouldn’t it be great to actually know what your talking about as opposed to interpreting what someone else has told you?

So the real question is this…how does a CEO get to the point of being so disconnected from operations that he or she just doesn’t have a clue? The reality is that there are any number of reasons why this can happen, a few of which I’ve noted below:

• The Optimistic CEO: I have met a number of CEOs that simply choose to view the world through rose colored glasses. They will believe what they want to believe regardless of what they hear or what they observe. Even in the worst of times they believe nothing to be insurmountable. While optimism is generally a great quality for a CEO to possess, there is a point at which unbridled optimism can disconnect a person from reality.
• The Arrogant CEO: These CEOs believe they can will their view into reality in spite of circumstances, situations, or events. The arrogant CEO doesn’t value the input of line and staff management. These CEOs see management opinions as inconsequential, unless of course, they happen to be in alignment with their own beliefs and opinions.
• The Unaware CEO: These CEO’s will take any report or piece of information at face value. These CEOs are overly trusting, and often politically naive. They fail to seek clarification, validation, or proof supporting the information they have been fed. This is a very unhealthy state of mind for a CEO hoping to survive over the long haul.
• The Fearful CEO: These chief executives hide in fear of making a mistake, revealing shortcomings or inadequacies, or in an attempt at managing perceptions. CEOs guided by fear often suffer from indecision and analysis paralysis. The worst thing about a fearful CEO, is that executives who refuse to make decisions and take risks will transfer that thinking to others within the organization. Leadership is a contagion – good or bad. Oddly enough, the biggest sign of a fearful leader is when a leader fails to engage. Leaders who avoid personal interaction, or shy away from social media for all the wrong reasons are likely fearful leaders.
• The Disconnected CEO: Unlike CEOs who understand how to leverage time and resources via delegation while remaining connected to management and staff, the disconnected CEO does just the opposite. They have reclusive tendencies which cause them to often completely abdicate responsibility and remain disconnected from management. Sticking one’s head in the sand will not make the circumstances of a particular situation go away, rather that type of thinking will likely on exacerbate the issue.

If you’re a CEO with clouded vision and desire to change the view from the top, it is critical that you maintain open lines of communication through a variety of channels and feedback loops. All good leaders maintain a connection and rapport with both line and staff. Furthermore, savvy CEOs are always working to refine their intuitive senses. A good CEO demands accountability and transparency. They challenge everything of consequence. They understand that acceptance of general statements and ambiguity, or blindness to hidden agendas will only contribute to limiting their vision…

If you’re a CEO and you haven’t personally spoken with your top customers, suppliers, vendors and partners, you’re doing yourself and your company a great injustice. If your CFO handles all communications with your banking relationships, and your Chief Investment Officer handles all of your investor relations, you’re flat out missing the boat. If your CMO is making all of your brand decisions there will be h*ll to pay down the road. Moreover, in today’s litigious and compliance oriented world where the CEO is no longer out of reach, it’s just plain smart to take a more hands on approach. Remember that there is a major difference between delegating and abdicating responsibility. I think President Reagan said it best: “trust but verify.”

Let me be very clear…I’m not suggesting that you become a micro manager or that you stop delegating, I’m simply suggesting that you do the job the way it is supposed to be done. Great leaders champion from the front…they are not disengaged invisible executives. As the CEO you are the visionary, influencer, champion, defender, evangelist and you must have a bias to action. You can be none of these things as a recluse…

Engaged leaders are very visible and very active leaders - they question, listen, assess and react. I can promise you one thing…If as a leader you don’t have a clear read on the pulse of your organization, it won’t have a healty pulse for very long.

Thoughts?

All sizzle and no steak is not a formula for leadership success. If your organization looks good, but lacks substance, then I would submit this unfortunate condition is a reflection of your leadership team. Great leadership isn’t meant to be proprietary – it’s not exclusive, but inclusive. In fact, truly great leadership cannot be contained – it’s contagious and destined to be transferred to others. You see, it’s not how a leader positions themselves that matters, it’s what they do.  The truth of the matter is that weak leadership really isn’t that hard to detect – it’s disengaged, aloof, arrogant, dismissive, disingenuous and self-glorifying. In today’s post I’ll share some thoughts about how to spot leaders who shouldn’t be…

Stop Talking – Start Doing
Here’s the thing; Leadership is about doing – not talking. While a leader’s actions must inspire and motivate, they must also challenge and convict.  Anyone can be a big thinker, but not everyone can be a deep thinker.  It’s not particularly difficult to be a prolific talker, but it’s never easy to be a prolific performer. Lots of people listen, few really hear, and even fewer understand. Most people can spot a problem, few can solve them, and even fewer can see beyond the solution to the next challenge or opportunity. Anyone can be part of a team, but not everyone can contribute to a team, and fewer yet can lead a team. The best leaders transfer and distribute their vision such that it is not just owned by the balance of the organization, but it’s improved and scaled by the organization.

Be Part of the Solution – Not The Problem
Real leaders aren’t commentators, but catalysts. They participate in driving things forward rather than playing arm-chair quarterback. You’ll rarely find a great leader who points fingers, blames or belittles. They simply won’t accept credit for successes, but they will own all failures. If you’re not buying what I’m preaching, then I want you to step back and examine your own personal experiences. Have you ever come across a great leader who was negative, arrogant, had a bad attitude, was a pessimist, wasn’t engaged, or who didn’t care about their people? I didn’t think so…

Fixing The Problem – Make a Decision and Then Act On It
Right about now you’re probably thinking “Okay Mike, it doesn’t really require rocket science to spot poor leadership, the bigger issue is what to do about it when you see it.”  I’ve always found dealing with poor leadership to be easier than most people make it out to be. If you’re a subordinate to poor leadership you have 3 options: 1) accept it; 2) confront it, or 3) move on. If you’re senior, and in a position to do something about it, you have 2 choices: coach them to productivity or get rid of them – there is no third option.  The good news is in most cases poor leadership will eventually cause it’s own demise. I’ve often said that leadership not accountable to it’s people, will eventually be held accountable by it’s people.

Thoughts?

If you know me, or have read this blog for any length of time, you know that I believe all great leaders are also voracious readers. In fact, I would go so far as to say reading is simply a necessity if you’re serious about leadership. I’m constantly asked for reading recommendations, and rather than provide you with the current best seller list du jour (you can get that anywhere), I’ve compiled a list of 20 leadership books everyone should read, but may not have. The list below (in no particular order) is comprised of leadership lessons from Ancient History, US History, Religious History, Military History, and yes, I threw in a few of my favorite business business classics as well. Enjoy…

1. The Founding Fathers On Leadership - There are great lessons to be learned from those who placed there lives at risk to give birth to a nation founded on the ideals of liberty and freedom. If you read this book and don’t find inspiration to up your game, then it’s time to do some serious thinking.
2. The Bible - Whether you’re religious or not, there is simply no greater blueprint for developing wisdom, discernment, humility, and every other leadership trait known to man. The leadership examples outlined in Scripture are simply second to none.
3. Lincoln on Leadership - Many regard Lincoln as our nation’s greatest president, and while I happen to personally lean towards Washington, there is no disputing Lincoln’s stature as a great statesman and leader. Coming from a dysfunctional family, enduring a long line of personal and professional failures leading up to his presidency, and having to deal with a nation divided by civil war, Lincoln’s accomplishments as a leader are nothing short of remarkable.
4. On Becoming A Leader - Two words – Warren Bennis. Having the opportunity to get to know Warren has been a great gift to me, and reading his thoughts on leadership will surely be one for you. Spending time gleaning insights from the man many refer to as the father of the modern practice of leadership is time well spent.
5. The Essential Drucker - Peter Drucker was the most noted management thinker of his time. This book combines several of his best pieces in one volume, and is a must read for anyone looking to understand organizational, operational, or cultural management theory. I had the chance to meet Peter on two different occasions. I didn’t know him well by any measure, but the brief encounters created a lasting impression.
6. Bonhoeffer - Few men have aligned their beliefs with their actions in the way that Dietrich Bonhoeffer did. A brilliant theologian hanged by Hitler, Bonhoeffer’s life is a testimony of ethical conviction that many of our leaders today should go to school on. This is a gripping read that you won’t be able to put down.
7. Serve To Lead - If you’re interested in servant leadership, then this book was written for you. My friend Jim Strock has created a manifesto that is in my opinion the preeminent work on the subject. This is a must read for anyone in a leadership role. By the way, Jim’s book on Reagan is also first rate.
8. Washington: A Life - A life study in character and doing the right thing. A man who could have been king, but wasn’t interested. Everything about George Washington is a case study in leadership. This book is also extremely well written and gives a vivid account of our nation’s first President.
9. Hard Facts, Dangerous Half-Truths And Total Nonsense - Jeffrey Pfeffer and Bob Sutton take aim on popular business theory buy unwinding six widely accepted business theories. If you’re one who likes to debunk tired rhetoric and practices (I am), you’ll love the candor and practical intelligence of this book.
10. Lone Survivor - This book chronicles the story of Operation Redwing as told by SEAL team leader Marcus Luttrell – the lone survivor of the operation. I read this book in a single sitting and found it to be a gripping account of courage, duty, honor, and service beyond self.
11. Xenophon’s Cyrus the Great - If you struggle with leading in a complex culture, then you’ll find there is much to be gleaned from Cyrus the Great. This is perhaps one of the earliest accounts of leadership, but one of the most powerful. To conquer a nation is one thing, to gain their respect and lead them with benevolence after the fact is quite another. This is a fascinating read.
12. True North - Bill George, former CEO of Medtronic provides a simple step-by-step guide for being an authentic leader. This book is a great help for leaders who desire to not live in emotional or intellectual conflict. If you need help in aligning vision, values, strategy, tactics, expectations, and outcomes then this book is for you.
13. Leading Change - Being a Harvard Business School Professor doesn’t automatically qualify you to give leadership advice. That said, this rule doesn’t apply to professor Kotter. This book uses real world case studies to break down the elements that must be identified and managed in order to lead successful change. If you or your organization struggles with change, then this book needs to be on your reading list.
14. EntreLeadership - Most people think of Dave Ramsey as a commentator on personal financial advice. True, but Dave is also a brilliant businessman, who oozes wisdom and offers sound counsel to anyone attempting to be a better leader. This is a relatively new book, so if you haven’t read it yet, make sure you do.
15. First, Break All The Rules - I have not had the opportunity to meet Marcus Buckingham, but I’m a huge fan. Most of you know that I have long believed that while conventional wisdom might be conventional, it rarely constitutes wisdom. In this book Buckingham flips conventional business theory on it’s head and challenges you to reexamine how you look at the world. This is a must read book for any leader.
16. George Washington’s Rules of Civility - No leader in history worked on building character more than George Washington. Character was more than a trait, it was a discipline of study for Washington. This wisdom in this book, is in my opinion, has regrettably all but disappeared in today’s world – regardless of what you observe around you, leadership is at its best when civility, character, on honor are visibly present.
17. Robert E. Lee on Leadership - Lee was not only a great leader, but he was a true gentleman with character beyond reproach. Leadership lessons from General Lee’s life can be used in virtually any situation during any era. A must read for all leaders.
18. Churchill on Leadership - Winston Churchill is one of my favorite leaders of the 20th Century. A man of both keen insight and intellect, but also a humble man with a great sense of the importance of his role not only to the country, but to the world in which he lived. This is a timeless account of a very principled man whose leadership may have just saved the world.
19. Exceeding Expectations - This book contains leadership lessons from retired Air Force General Bill Looney. General Looney is a leader who knows something about exceeding expectations. He did it himself during a career that spanned 4 decades, but most importantly, he inspired others to do the same. This book is very readable, and has very actionable advice for leaders.
20. Benjamin Franklin’s The Art of Virtue - This book is Benjamin Franklin’s personal guide for how one should live their live. Much like Washington’s Rules of Civility above, it’s a masterclass on character.

If you have any comments I’d love to hear them. If you have any books you want to add to the list feel free to do so as well.

Have you ever noticed how the best leaders also tend to be the most curious leaders? Great leaders simply aren’t satisfied with what they know. They possess an insatiable curiosity for discovery and learning – they are in constant pursuit of what they don’t know, and what lies ahead. Real leaders are not nearly as concerned with attainment (stasis) as they are with betterment (change). Since the dawn of time the world has been shaped by leaders who understand that curiosity is the gateway to the future. So my question is this – How curious are you?

Among many other things, curiosity helps frame vision, advances learning, fuels passion, and drives innovation. Curiosity often inspires the courage to discuss the undiscussable, challenge current thinking, deviate from behaviors accepted as normal, and to do what others previously thought impossible. The best leaders understand that usual and customary are not necessarily synonymous with healthy and thriving. The real key to curiosity begins with an open mind – a recognition that those who think differently aren’t inferior, nor are they a threat. An open mind is a sign of confidence which allows leaders to recognize diversity of opinion leads to better thinking and better outcomes.

Here’s where I’m going to throw you a curve ball – while great leaders tend to spend most of their time being externally focused, I want you to turn your curiosity inward and become introspective for a few moments. It was Socrates who said: “The unexamined life is not worth living.” When was the last time you did some serious self-examination on how your curiosity, or the lack thereof, is impacting your ability to function as a leader? Be curious enough to answer the following four questions about yourself:

1. Are you making a difference? Why should anyone be led by you? Great leaders answer this question with their actions on a daily basis. If you’re not making a difference, you’re not leading. If your actions are not directly contributing to the betterment of those you lead, then you need to become curious about how to make some very real and meaningful changes.
2. Are you growing? If you’re not growing as a person and as a leader, then it’s very likely those under your charge are following your lead. I’ve often said it’s impossible for a leader who is not growing to lead a growing organization. Nobody is too busy to learn. In fact, you don’t have the time not to learn. Leaders who don’t value learning will quickly be replaced by those who do.
3. Is your curiosity starting conversations, or your lack thereof shutting them down? If your ego is messaging you have all the answers, and that your way is the only way, then why would anyone ever be inspired to pursue change and innovation? A leader who doesn’t encourage others to challenge their thinking isn’t a leader – they’re a dictator. Dictators suppress individual thought and new ideas, while leaders encourage it at all costs.
4. Is your curiosity attracting talent, or your lack thereof chasing it away? A leader’s ability to seek out and embrace new ideas will serve as a magnet for attracting the best talent. The best talent desires to be a part of a culture that encourages contribution rather than stifling it. If you’re the leader who looks around the organization and asks “why can’t we attract better talent?” it’s because you value a compliant workforce more than a talented workforce. Real leaders don’t care who is right, they care about what is right – never forget this.

Bottom line – don’t settle for what is, use your curiosity to think what if? and seek out what can be. Thoughts? I’m curious…

It’s been a while since I’ve weighed-in on the political front, and with the recent failure of the Budget Super Committee, I thought it would be an interesting time to examine the difference between statesman and politician.  I don’t know about you, but I’m so fed-up with the rhetoric and the gamesmanship in Washington that I’m about ready to give-up on all politicians. Our country was founded by great statesmen, and somewhere along the way we turned our nation over to a bunch of self-serving politicians. While the term political leadership may have become an oxymoron, it is simply impossible to be a statesman and not be a leader…

It has been said that a politician is concerned with winning an election, and a statesman is concerned with future generations. The politician makes speeches and promises motivated by pride, ego, notoriety, power, position, stature, and personal success. Contrast this with a statesman who keeps commitments, is motivated by service above and beyond self, and by making a lasting positive difference. The true statesmen is a breath of fresh air whose only pursuit is to improve the welfare of those they serve regardless of public opinion, or self-interest.

With unemployment still out of control, our nation adding more than $4 Billion dollars a day to our budget deficit, and no hope in sight for true change vs. promised change,  it is far past the time for business as usual in Washington. Our nation racked up more debt during the time that the Super Committee was in session than they were charged to eliminate in the first place. Leadership isn’t about creating committees, it’s about making tough decisions, and getting things done that accomplish the mission. Leadership isn’t an absentee business, leadership isn’t about giving speeches, leadership isn’t about placing blame, leadership isn’t about the leader – it’s about those whom the leader serves.

I did something interesting last night which I’d suggest you do as well….I researched the cabinet members of our first 10 Presidents and compared them with our current cabinet members, and what I found simply confirmed the sentiments that I described above. Without listing all 10 cabinets just take a look at the comparison between George Washington’s cabinet and Barack Obama’s cabinet and you’ll see why I’m so frustrated…

President: George Washington  vs. Barack Obama
Vice President: John Adams vs. Joe Biden
Secretary of Defense: Henry Knox vs. Leon Panetta
Secretary of State: Thomas Jefferson vs. Hillary Clinton
Secretary of the Treasury: Alexander Hamilton vs. Timothy Geithner
Attorney General: Edmund Randolph vs. Eric Holder
* I only included cabinet positions that existed during Washington’s era for direct comparison purposes.

Do you see the difference yet between politicians and statesmen? Perhaps the most telling failure surrounding the Super Committee was the absence of our president during the process. Rather than leading by attending to the business of the nation, our president was campaigning. Can anyone reading this post truly imagine Lincoln, Washington, Jefferson, etc., not being fully engaged in bringing resolve to matter? When our nation’s leader is more concerned about winning a second-term in office than leading our nation forward we all have pause for concern. We simply need to restore principled leadership in Washington. Our nation needs serious people to step-up during serious times. What we need is to send home disingenuous politicians (republicans, democrats & independents alike) and replace them with true statesmen.

In the end, my message to those on Capitol Hill is a simple one – do the right thing regardless of partisanship, compromise is honorable where it serves a greater good, and remember that leadership is about the people you serve and not self-interest. All of our nation’s politicians should take to heart the message that those leaders not accountable to their people, will eventually be held accountable by their people. If there are any true statesmen left on Capital Hill, it would be a great time for them to show themselves…

I welcome your comments below, but let’s try and focus on the big picture and not partisan quibbling.