Leadership About Leading_2

Leadership Is About Leading

Leadership About Leading_2

By Mike Myatt, Chief Executive Officer, N2growth

Leadership is about leading. Leadership is a 24-7-365 endeavor. In fact, I’d go so far as to say the best leaders view what they do as a calling and not just a job. If you’re a leader, what you do in public or private, in silence or in word, and in thought or in deed will be observed, evaluated and critiqued – count on it. There are simply no free passes for leaders. Don’t believe me? Just look around – the news is littered each day with examples of people in leadership positions who ignore or forget what I’ve just espoused. In today’s post I’ll examine the fallacy of leading by not leading.

There has been an interesting amount of chatter of late around the concept of “when to lead.” What puzzles me is this statement’s inference there must be a good time not to lead. I couldn’t disagree more – abdication is not a leadership quality, characteristic or trait. Leaders who view their role as a part-time activity will be replaced by those who realize the frivolity of such a belief. When you’re in a leadership role, everything you do is on the clock. Whether you realize it or not, everything you do as a leader is leading – the question is whether or not your action or inaction constitutes good or bad leadership.

Let me take a moment and dismiss the sophomoric leadership theorists who believe that sometimes a leader must not lead by stepping-back, stepping-aside or stepping-away and acquiescing leadership to others. This doesn’t represent an example of not leading, rather it is a great example of real leadership. Real leaders know that choosing to surrender the floor, to remain silent, to delegate, or to utilize any number of other subtle acts of leadership demonstrate astute examples of situational and contextual leadership.

Furthermore, real leaders don’t stop leading when they leave the workplace – they are the same person at work, in the home, or in social settings. They also understand effective leadership doesn’t always require a physical presence. They recognize good leadership is transferable, distributable and scalable, and therefore, should continue in their absence as well. Leadership that doesn’t exist in the absence of a leader really isn’t leadership at all.

Leadership isn’t about volume – it’s about vision. Leadership has little to do with personal glory, but everything to do with influencing the right outcomes. Smart leaders understand leadership influence is multi-directional and can come from many angles. While leadership is most easily recognized when appearing from the front, it is often times more effective being exerted from behind through service, or in collaborative engagement standing along side those you lead. Regardless of approach, great leaders understand leadership failure comes most often when leaders fail to lead.

Everything you do as a leader sets an example or sends a message – good or bad. Leaders are measured by how they conduct themselves online and offline, in business and social settings, and by how they value family and friends. Whether you accept a leadership position, or are thrust into a leadership role by circumstance, once you make the choice to be a leader you must ALWAYS lead. Dismiss or forget this advice at great cost and peril – remember it and you’ll be long admired for your service as a leader.

Thoughts?

CEO Bonuses

The Year End Bonus – Do You Or Don’t You?

CEO Bonuses

By Mike Myatt, Chief Executive Officer, N2growth

Bonus or no bonus? That is the question. This is the time of year where expectations are high, and so is the volume of chatter around the water cooler in anticipation of that great corporate tradition – the year-end bonus. So what’s it going to be this year; a turkey, an extra paid day off, a cash bonus, stock/options/warrants, something creative or nothing at all? In today’s column I’ll take a look at the well intentioned but often misguided practice of year-end bonuses…

Leadership And Making Choices

Leadership and Choices

By Mike Myatt, Chief Executive Officer, N2growth

Choice; it’s a simple, yet critical aspect of leadership. Academics and business theorists often gloss over the basics of leadership preferring to trivialize their importance. It’s far too easy for those with an elitist approach to leadership to dismiss simple as sophomoric, and obvious as irrelevant – nothing could be further from reality.  Leadership has little to do with complex theory, but everything to do with understanding the subtleties of human behavior.  Just as you must choose whether or not to lead, it’s your choice whether or not to read on – choose wisely.

At its essence, leadership isn’t a job – it’s a choice. Everything about leadership begins with a choice – even accepting a leadership role. Whether leaders are elected, appointed, anointed, or self-proclaimed, and regardless of whether it is by design or default, at some level you make a choice to be a leader. Once you make that choice, you then must choose whether or not to lead well.

It’s often said leaders succeed or fail based upon the decisions the make. While the aforementioned statement is true to an extent, it glosses over a fundamental element of the decision process – choice. All decisions are the result of several seemingly insignificant choices. By the way, these choices are only insignificant to the arrogant, naive or inexperienced. It’s also important to keep in mind, rationalizations and justifications are choices too.

It’s not uncommon for leaders to feel forced into making certain decisions due to personal, professional, positional, cultural, or political circumstances. That said, leaders are never forced into anything – they make a choice. Leadership is also not a matter of chance; it’s a matter of choice. While flawed and/or failed leaders often blame happenstance as the reason for poor outcomes, it’s their choices that deserve scrutiny when searching for the root cause of calamity.  There is an art to choice, and smart leaders always place themselves in a position to create and preserve options; not limit them.

The best leaders I’ve worked with have a framework for developing priorities, which in turn, allows them to make outstanding choices. They have a clear understanding of who they are, what they value, and where they will or won’t compromise. This affords them tremendous clarity of purpose. It also gives them the ability to align vision with talent and allow important decision making to be pushed to the edges of the enterprise. They recognize it’s quite possible to be very focused, without becoming rigid. Great leaders understand there is more to be gained through flexibility and collaboration than by edict or mandate. They simply make wise choices.

The choices leaders must make are seemingly endless. Leaders choose to control or collaborate, and to lead change or to embrace status quo. It’s a choice to value being right over seeking the right outcome. Leaders choose to be aloof or to be engaged. It’s a choice to be self-serving or to place service above self.  A leader always has the choice to take credit or to give credit. Leaders can choose to create culture by default or design, and perhaps most of all, a leader must choose to care.

Leadership shouldn’t ever be complex, but the reality is it’s often very difficult. Leaders must choose to display the character and integrity required to make hard choices, personal sacrifices, and to do the right thing (not just the popular thing).

Thoughts?

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Reaching a position of #leadership doesn’t mean game over – it means game on.

Engagement Secrets of Great Leaders

The Engagement Secret Of Great Leaders

Engagement Secrets of Great Leaders

By Mike Myatt, Chief Executive Officer, N2growth

Show me a great leader and I’ll show you a talented storyteller. Leadership and storytelling go hand-in-hand. In fact, leaders who lack the ability to leverage the power and influence of storytelling are missing the very essence of what accounts for compelling leadership to begin with – the story. Give me a few minutes and allow me to share a story with you – it may just change your life.

Leadership and White Space

Leadership and White Space

By Mike Myatt, Chief Executive Officer, N2growth

In my most recent column on Forbes I briefly discussed the value of white space as it relates to “span of control” but felt the topic deserved a deeper dive. Here’s something you might not want to hear, but you should definitely take to heart – If you’re having difficulty ordering your world,  it’s nobody’s fault but yours. I don’t care how busy you are, but I do care about what you accomplish – the former doesn’t always lead to the latter. Busy leaders are a dime a dozen, but highly productive leaders are not so common. One of the easiest things for leaders to do is to bite off more than they can chew.

Fact: bright, talented executives with a bias to action will often take on more than they should. These leaders don’t understand the value of white space. The reality is maximizing results and creating a certainty of execution is all about focus, focus and more focus. Here’s the thing – it’s difficult to focus in the middle of chaos. One of the hardest things for leaders to do is to learn to create white space. The best leaders are those who understand the most productive things often happen during intentional periods of isolation used for self-reflection, introspection, and the rigor of critical thought.

While the mind of a leader may be most comfortable being oriented toward the future, he/she can only act in the here and now. The knowledge and skills required to master any endeavor only happens when we focus on what we’re currently doing. This is the definition of presence, and it is only when we operate in the present that real creativity, growth and innovation occur. The problem with being present is many leaders confuse this with having to do everything themselves. Have you ever interacted with somone who deals with silence by jumping in and filling the conversational void? This same thing occurs with executives who attempt to fill every open slot on the calendar with activity – this is a huge mistake.

All good leaders have matured to understand they can be fully engaged and present and yet still be alone. Smart leaders don’t fill their calenders with useless activities, they strategically plan for white space allowing them to focus on highest and best use endeavors. Leading doesn’t always mean doing. In fact, most often times it means pulling back and creating white space so that others can do. This is true leadership that scales.

Is your rubber-band stretched so tight it’s about to snap? Efficiency and productivity are not found working at or even near capacity. Rather entering the productivity zone is found working at about 60% to 70% of capacity. Operating in excess of that threshold will cause increased stress, lack of attention to detail and errant decisioning. The old “what if I only had ‘x’ number of hours to work in a week, what would I focus on?” exercise is a good one. In fact, if you’re reading this text, just stop right now and benchmark your activity against your reflective thoughts – Is what you’re doing, in alignment with your true priorities, or have you been sucked down into the weeds?

It is important for executives to learn to apply focused leverage to a limited number of highest and best use activities rather than to continually shift gears between multiple initiatives. Resist the temptation to just advance a broad number of disparate initiatives, and alternatively focus your efforts on the completion of a few high impact objectives. The simple reality is that if you continue to add new responsibilities to an already full plate, all of your obligations will suffer as a result. Face current challenges head-on by keeping your head down and applying focused leverage to the task at hand. Leaders who operate without margins usually hit the wall they are most desperate to avoid.

Have you noticed how some leaders are frenzied, stressed, and always playing from behind, while others are eerily clam and always appear to be a few steps ahead? It’s been my experience that leaders who fall into the latter category make great use of their thought life, while those in the former category seem to forgo their alone time in lieu of being busy. Savvy leaders crave white space whereas unseasoned leaders feel uncomfortable with open time.

One thing that can be a difficult lesson to learn is that not all engagement is necessary or productive. Leadership and engagement go hand-in-hand, but only when engagement happens by design rather than by default. Don’t get me wrong, good things can happen with spontaneous engagement, but if you’re engaging with others without intent and purpose, it likely serves as a distraction for all parties. Don’t interfere with your team just because you don’t understand how to use your time wisely. If you do, you’ll become an annoyance known for not respecting others – this is not leadership.

I have found the best leaders are harder on themselves than anyone else could ever be. In fact, so much so, that the best leaders constantly self-assess and are relentless in challenging themselves. They relish their solitude because it gives them the ability to be alone with their thoughts, to challenge their logic, to refine their theories, and to test the boundaries of their intellect. It’s during these quiet moments that leaders willing to be honest with themselves will examine their own flaws and frailties. They are forever in search of new ways of dealing with old problems.

Perhaps the most powerful thing about creating white space is that it presents opportunities for others to step-in and raise the level of their contributions. When leaders step back and resist the temptation to do everything themselves their organization is strengthened. When leaders become comfortable being without always doing collaboration flourishes and productivity is enhanced. Whether white space makes you more productive on an individual basis, or you leverage the white space create operational depth and scale, you’re better off with white spice than without it.

Thoughts?

Span of Control

Span Of Control – 5 Things Every Leader Should Know

Span of Control

By Mike Myatt, Chief Executive Officer, N2growth

Ask 5 people for their opinions on optimizing “span of control” and you’ll likely receive 5 different opinions. These well meaning opinions will often cite a few different rules of thumb on size and composition, and will undoubtedly refer you to someone’s version of best practices. Here’s the problem – they’ll all lead you astray.

5 Signs You’re Not As Smart As You Think

5 Signs You’re Not As Smart As You Think

5 Signs You’re Not As Smart As You Think

By Mike Myatt, Chief Executive Officer, N2growth

My question is this: Is your intellect an asset or liability? All one has to do is watch a very bright person defend their position to understand what I’m driving at with today’s post. Observing intelligent people lecture, spin, posture, position, cajole, argue, rationalize, or justify their beliefs in order to “get the win” is often times entertaining, but it can also be exceedingly frustrating.

I’ve come across more than a few self-proclaimed “intelligent” people who believe their intellectual acuity is far superior to the discernment of their peers and co-workers. Not only are these intellectual giants usually wrong, but sadly, by the time they awaken to a state of reality it is already too late. In the text that follows, I’ll share the keys to leveraging your intellectual assets as opposed to having your intelligence serve as a barrier to your success…

While leadership intelligence doesn’t have to be an oxymoron, it certainly can be. When a person begins to believe their own smoke, they have placed themselves on a very slippery slope. I believe there is truth in the statement “a person can be too smart for their own good.” How many times have you witnessed a very bright person fail to solve a problem a younger, less experienced, and perhaps even a less intelligent person solved with seemingly little effort? While raw intelligence is a valuable commodity, in-and-of-itself, and to the exclusion of other traits and characteristics, the sole reliance on IQ can be a barrier to professional growth and maturity.

Is your intellect standing in the way of your success? Are you so enamored with how smart you are you can’t get anything done? Consider this; is it more important to be right, or to achieve the right outcome? I tend to respect those who can lead others to the proper outcome as opposed to those who excoriate others just to prove they’re right. If your certitude overshadows your wisdom, you may want to dial it back a notch…

By nature of what I do for a living I tend to work with very bright people. It has been my observation hyper-intelligent people can tend to think themselves into trouble and out of opportunities with great ease. Whenever I find myself discussing issues of intellect, ego, leadership, etc., I’m always reminded of the cartoon which reads: “Rule number one: the boss is always right. Rule number two: when in doubt refer to rule number one.” If you find yourself rationalizing or justifying positions based solely upon intellectual reasoning without regard to culture, practical realities, timing, or other contextual considerations, you may be too smart for your own good. Just as a lack of belief in gravity won’t prevent you from falling, simply believing a particular opinion or theory to be fact doesn’t mean it is.

Often times the problem with intelligent people lies simply in the fact they have come to enjoy being right. Bright people can quickly find themselves in the position of confusing ego with intellect, and can sometimes defend ideas to the death rather than admit they’re wrong. Smart leaders fear being wrong more than being proven wrong. Winning an argument isn’t particularly difficult, but it may come at a very expensive price. This confusion of ego and intellect often stems from successfully arguing wrong positions over time such that they’ve built their persona around being right, and will therefore defend their perfect record of invented righteousness to the death. Smart people often fall into the trap of preferring to be right even if it’s based in delusion.

So how do you know when you’ve crossed over to the dark-side and can’t tell the difference between fact and fiction? The following 5 items will help you discern whether or not you are using your intellect properly, or whether you’ve just simply bought-off on your own propaganda:

1. Consistent Conflict: Do you find yourself in a perpetual state of debate? Do you find yourself thinking “why am I the only one who gets it?” Is it more important for you to be right than to arrive at the correct resolution to an issue, problem or opportunity? Are you known as a bitter, pessimistic or negative person? If any of these issues describe situations that hit too close to home then you may want to take a step back and do some self-evaluation.

2. Lack Professional Growth: I’ve often said it’s impossible for stagnant leaders to sustain growing organizations. If you prefer to rest on your laurels rather than continullay stretch your mind you’re in for a rude awakening. Warning: Leaders who don’t develop themselves professionally will be replaced by those who do.

3. Exclusivity vs. Inclusivity: Do you use your intelligence to intimidate and stifle others, or to encourage, inspire and motivate others? Do you wonder why you can’t seem to retain tier one talent or why you lose key clients?  If your brilliance is polarizing as opposed to engaging, then how smart are you really?

4. True Success: If an independent third party interviewed your peers and subordinates alike, what would that feedback look like? Do others see you as successful, or are you merely a legend in your own mind? What I think of myself is not nearly as important as what my family, friends, clients, and co-workers think of me. If those you surround yourself with don’t hold you in high regard, then you have no reason to.

5. You’re Too Busy: Saying “I’m too busy for _________” is code for you don’t value whatever __________ is. Smart leaders are never too busy to make good decisions, to invest in people, to listen, or to learn. The job of a leader is to understand the value of creating and leveraging white space both personally and organizationally.

Bonus: You’re A Bad Listener:  Stop worrying about what you’re going to say and focus on what’s being said. Don’t listen to have your opinions validated or your ego stroked, listen to be challenged and to learn something new. You’re not always right, so stop pretending you know everything and humble yourself to others. If you desire to be listened to, then give others the courtesy of listening to them. It’s important to remember you should never be too busy to listen. Anyone can add value to your world if you’re willing to listen. How many times have you dismissed someone because of their station or title when what you should have done was listen? Wisdom doesn’t just come from peers and those above you – it can come from anywhere at anytime, but only if you’re willing to listen. Expand your sphere of influence and learn from those with different perspectives and experiences – you’ll be glad you did.

The bottom line is this…the gift of intellect is an asset to be thankful for, and put to good and productive use. It is not an excuse to be lazy, arrogant, mean-spirited or delusional. Don’t let your intellect stand in your way, but rather use it as an asset to develop those around you to their full potential thereby increasing your chances for long-term success.

Thoughts?

Does Size Really Matter

Does Size Really Matter?

Does Size Really Matter

By Mike Myatt, Chief Executive Officer, N2growth

Does size really matter? Should you go big or go home, or does quality win out over quantity? The fascination business leaders have with size has always both intrigued yet perplexed me. Is empire building and the pursuit of category dominance a healthy thing, or the corporate equivalent of the road to Perdition? I’ll frame the debate – you decide.

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The plausibility of impossibility only becomes a probability in the absence of #leadership.

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