by Dana Theus
Over the years working with executive teams on strategic planning projects, I've developed a few “good advice” themes for non-profit and commercial clients alike. Here are three pieces of advice for leaders:
1. Lead Towards a Vision Impossible
2. Try to Put Yourself Out of Business
3. Be the Best of Who You Are
Lead Towards a Vision Impossible
One of the fine arts of leadership is motivating and inspiring people to go above and beyond - to provide greater quality service, to think more creatively than the competition, to be more productive - in short, to give more of themselves to your cause. This is easier said than done, of course, but motivating them absolutely starts with a shared vision of a future made better as a result of their efforts. Even the most jaded employee or volunteer wants to make a difference as long as they believe it's possible. So why Vision “Impossible” leadership? The impossible vision is the "we will go to the moon not because it is easy but because it is hard" (JFK) technique that activates desires so powerful that they motivate people into finding their way around the why-nots that busy people surround themselves with to get the job done (such as the "we don't have the resources why-not” that zaps better mousetrap ideas right and left.) Vision Impossible leadership also motivates people with a solid End Goal plan to move closer to that seemingly impossible future, but without inspirational direction to start with, where do you think you’re going? (This is a big subject. Read more about Vision Statements.)
Try to Put Yourself Out of Business
Ok not literally, but figuratively great leaders know that change is inevitable and that it's just a matter of time before "the next big thing" comes along to challenge the success of their current model. So if you're going to face annihilation from a better mousetrap eventually, why not be the one to invent the newfangled thing in the first place? Think of it as a twist on planned obsolescence and the key is the word "planned." If you are your own worst competitive threat, you have a better chance of managing the transition from one business model to the next, or one technology base to the next, or one market to the next. Bill Gates demonstrated this in the mid '90's when Microsoft went from proactively ignoring the Internet to accepting its inevitability through an 'embrace and extend' strategy, to dominating it (briefly) through the release of Internet Explorer. Google is now the one to beat, but don’t count Microsoft out yet.
To successfully compete with yourself takes courage because change always involves discomfort, and you certainly risk accidentally weakening a strong organization by moving into the future before your stakeholders are ready to go there with you. Your best strategy is to be very clear on your long-term strategic direction and very disciplined in your short-term goals framwork. But I offer this up as a leadership philosophy more than a specific tactic because if you're looking for opportunities to put yourself out of business you will be thinking more like your competition and thus be more likely to see opportunities to serve your stakeholders better and in new ways before it's too late. (Learn more about building a highly adaptable Mission & Goals Framework to help you succeed.)
Be the Best of Who You Are
There was a time not so long ago when the image of your organization was supposed to be a finely crafted thing, a precise set of visual and messaging impressions that equated to your 'brand'. Well, brand is as relevant as it ever was, but thanks to social media the market now demands that your brand and identity be 'authentic', more genuine and personal. The finely crafted - static -image has become suspect due its perception of craftiness.
Great leaders welcome this transition to more open communication about their organization and use it as an opportunity not only to tell their story more personally, but to tap into people's aspirations for their organization and their world. By this I don't mean to change who you are, but to be clear about who you are from your vision toyour daily tasks. When you do this, you can allow the public light to shine on your organization because it encourages you and all your stakeholders to rise to your most worthy potential. Great leaders are not afraid to hold themselves and the organizations they lead to the highest standards; they welcome every opportunity to do so. More and more your stakeholders will reward you when you succeed. (Read more about how a Strategic Action Plan can support your efforts at authenticity.)
Learn about Dana Theus' leadership coaching services.
by Dana Theus
Over the years working with executive teams on strategic planning projects, I've developed a few “good advice” themes for non-profit and commercial clients alike. Here are three pieces of advice for leaders:
1. Lead Towards a Vision Impossible
2. Try to Put Yourself Out of Business
3. Be the Best of Who You Are
Lead Towards a Vision Impossible
One of the fine arts of leadership is motivating and inspiring people to go above and beyond - to provide greater quality service, to think more creatively than the competition, to be more productive - in short, to give more of themselves to your cause. This is easier said than done, of course, but motivating them absolutely starts with a shared vision of a future made better as a result of their efforts. Even the most jaded employee or volunteer wants to make a difference as long as they believe it's possible. So why Vision “Impossible” leadership? The impossible vision is the "we will go to the moon not because it is easy but because it is hard" (JFK) technique that activates desires so powerful that they motivate people into finding their way around the why-nots that busy people surround themselves with to get the job done (such as the "we don't have the resources why-not” that zaps better mousetrap ideas right and left.) Vision Impossible leadership also motivates people with a solid End Goal plan to move closer to that seemingly impossible future, but without inspirational direction to start with, where do you think you’re going? (This is a big subject. Read more about Vision Statements.)
Try to Put Yourself Out of Business
Ok not literally, but figuratively great leaders know that change is inevitable and that it's just a matter of time before "the next big thing" comes along to challenge the success of their current model. So if you're going to face annihilation from a better mousetrap eventually, why not be the one to invent the newfangled thing in the first place? Think of it as a twist on planned obsolescence and the key is the word "planned." If you are your own worst competitive threat, you have a better chance of managing the transition from one business model to the next, or one technology base to the next, or one market to the next. Bill Gates demonstrated this in the mid '90's when Microsoft went from proactively ignoring the Internet to accepting its inevitability through an 'embrace and extend' strategy, to dominating it (briefly) through the release of Internet Explorer. Google is now the one to beat, but don’t count Microsoft out yet.
To successfully compete with yourself takes courage because change always involves discomfort, and you certainly risk accidentally weakening a strong organization by moving into the future before your stakeholders are ready to go there with you. Your best strategy is to be very clear on your long-term strategic direction and very disciplined in your short-term goals framwork. But I offer this up as a leadership philosophy more than a specific tactic because if you're looking for opportunities to put yourself out of business you will be thinking more like your competition and thus be more likely to see opportunities to serve your stakeholders better and in new ways before it's too late. (Learn more about building a highly adaptable Mission & Goals Framework to help you succeed.)
Be the Best of Who You Are
There was a time not so long ago when the image of your organization was supposed to be a finely crafted thing, a precise set of visual and messaging impressions that equated to your 'brand'. Well, brand is as relevant as it ever was, but thanks to social media the market now demands that your brand and identity be 'authentic', more genuine and personal. The finely crafted - static -image has become suspect due its perception of craftiness.
Great leaders welcome this transition to more open communication about their organization and use it as an opportunity not only to tell their story more personally, but to tap into people's aspirations for their organization and their world. By this I don't mean to change who you are, but to be clear about who you are from your vision toyour daily tasks. When you do this, you can allow the public light to shine on your organization because it encourages you and all your stakeholders to rise to your most worthy potential. Great leaders are not afraid to hold themselves and the organizations they lead to the highest standards; they welcome every opportunity to do so. More and more your stakeholders will reward you when you succeed. (Read more about how a Strategic Action Plan can support your efforts at authenticity.)
Learn about Dana Theus' leadership coaching services.