John Maxwell Team

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Priscilla Archangel is a John Maxwell Team Certified Coach, Teacher and Speaker.

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    Should Leaders Really Be Patient?

    HourglassLeaders are rewarded for action. They’re used to being in control and working to influence the environment around them. They have a vision, mission, and objectives to accomplish. Other stakeholders hold them accountable for developing and executing plans to drive results. Providing excuses isn’t part of their vocabulary. So what place does the word “patience” have in the context of leadership?

    To understand, let’s look at patience as a leadership competency.  According to Michael Lombardo and Robert Eichinger’s model of leadership, patient leaders are tolerant with people and processes; they wait for others to catch up before acting; they try to understand people and data before making decisions and proceeding; and they follow established processes. Meanwhile, leaders who are unskilled in this area act before it’s time to act; they don’t take the time to listen or understand, they think almost everything needs to be done quicker and shorter; they often interrupt others and finish their sentences; they’re action oriented and avoid process and problem complexity; and they sometimes jump to conclusions instead of thinking things through.

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    Discovering Your Leadership Purpose

    We frequently talk about purpose in the context of individuals or organizations, but there are other areas where identification and understanding of purpose is critical. One such instance is in the context of leadership, and Isadore Sharp, founder and Chairman of the iconic Four Seasons Hotel brand provides a great example.

    Sharp finished college with an architecture degree and joined his father’s construction business in the Toronto area. After building several motor hotels, he recognized that his passion lay not in constructing and owning hotel buildings, but in providing a premier guest experience and level of customer service.  He wanted to “welcome customers and treat them like guests coming into our home.” 1  So Sharp shifted from being a hotel owner-operator into managing hotel properties. His priority is a commitment to the Golden Rule, where employees and guests alike are treated with respect. Along the way he had to examine the behavior of his senior leadership team and part company with those who couldn’t lead by example. As a result, with 96 properties in 41 countries and annual revenues in excess of $4B, both customer and employee retention is high, and they’ve been on the list of 100 Best Places to Work for 18 consecutive years.

    Young determined businessman with big hammer in hands standing on ruins

    IStock Photo

    Sharp understands that his leadership purpose was to provide a premier level of hospitality and service. And over time, he recognized the importance of building the right team around him, whose perfomance aligned with that purpose. He fulfills his purpose based on leadership strengths of treating guests with respect and sincerity, and providing the right location and environment for a first class stay. He consistently embeds it into every aspect of his organization’s processes, rewards and behaviors; and believes that a true leader influences not from a position of power, but from a position of respect.2  His leadership purpose and strengths, then work together to accomplish his leadership goal of generating a reasonable profit that benefits the company, hotel owners, customers and employees.

    Leadership purpose forms the “why” of your leadership. Are you seeking a leadership role simply because of the power, position, people or profits? Or are you leading because of the purpose, mission and vision that you are pursuing, no matter the size of the role? Leadership strengths are the capabilities and critical success factors necessary to operate in your purpose. And leadership goals are the results you accomplish in your work. Continue reading

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    Invest in Yourself: A New Year’s Commitment

    Many years ago there was a leader and queen of the country of Sheba. As the ruler, she had many people and resources under her command. But rather than simply take pleasure in her obvious wealth, she pondered how to better lead her people, and how to handle the challenges of her country. Someone told her about another leader named Solomon who was the king of Israel. Solomon was known to be very wise and might be able to help her figure out how to manage some of the problems she was dealing with.

    She must have been very concerned, frustrated, maybe even desperate to find a better approach to her leadership issues, because she planned a major trip to visit him and talk about it. Sheba gathered the currency of her country (many camels carrying spices, gold and precious stones), and along with numerous servants, traveled to meet with Solomon.

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    When she arrived and sat down to talk with him, the understanding she gained was overwhelming. The advance reports of his wisdom didn’t even come close to matching her actual experience. Solomon not only understood her issues, he answered every question she had. His perspective and wisdom were so very great that he became a valuable consulting resource for her. She observed his leadership style and capabilities, the engagement of his employees, his organizational culture, and the mission and focus of his team. Solomon’s perceptiveness was so helpful to her in leading her country more effectively that she gave him an abundance of the expensive gifts that she had brought.

    While it’s difficult to measure her gifts in the context of her overall wealth, we do know that it was the best of her country’s resources, because no one else ever gave him such costly spices in so great a volume as she did. And in return, Solomon gave her all that she asked for.

    Here was a leader, someone already accomplished enough to lead a large organization, but who recognized the need and opportunity to learn more. She knew that she had to continually improve her competencies to more effectively build relationships to influence her team, and accomplish her organization’s goals and objectives. She yearned to talk with someone else who understood leadership challenges and would support her in her initiatives. The queen’s perspective on the resources she devoted to this was not about cost, but about making an investment in her own growth, that would pay off in many ways in the long run. Continue reading

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    10 Key Questions for Leaders – Part 1

    Leaders are faced with a myriad of issues each day, but one of their most critical responsibilities is to step back from the urgent and focus on the important. They must achieve a balance between the reactionary crisis mode and the proactive planning mode. This means pausing and reflecting on how they’re influencing behaviors to ensure the right outcomes. To accomplish that, there are 10 key important questions that, properly addressed, will strengthen both their leadership and their organizational effectiveness.

     

    1. google imageDisruption. What is the disruptive threat to your business model? Leaders should be constantly aware of ongoing threats to their business model and its products or services, and take action to address it. Jim Kennedy, Chairman and former CEO of Cox Enterprises provided a great example when he diversified his business away from classified ads to leverage the growing role of the internet, by successfully launching Autotrader.com. So make a list of all the products and services provided by your organization, your team, and even you, based on your skillsets. Now for each one, think about two or three ways that your product, service or skillset can be provided faster, cheaper or differently. What technological advances might make your current products or services obsolete? How might consumer preferences shift away from your current model? Believe in the possibility and probability of those ideas, then focus on how you’ll anticipate the future and address that threat. Shift your business model to where the customers are going, instead of where they are now.
    2. Purpose. Why are you doing what you’re doing? Many organizations and teams shift into automatic mode as their activities become routinized. They assume that demand will continue for their products and services, and evolve into placing more focus on what they’re doing, or how they’re doing it, instead of WHY they’re doing it. But asking the question WHY, connects you to the purpose of your activities. It’s the motivator and driving force that inspires the team to the appropriate behaviors that will support it. Once they understand your WHY, an emotional link can form as they pinpoint their contribution to accomplishing it. The underlying WHY or purpose of an individual, team or organization typically does not change, because it’s a fundamental belief and value. According to Simon Sinek, the how and what changes as necessary to continue to support the WHY. When you know your purpose or your WHY and communicate it effectively, this clarity attracts others to you who recognize a benefit from it.
    3. Failure. Where have you failed, and what insights have you learned from it? If you’ve never failed, you’ve never attempted something of impact and significance, relative to your abilities. Failure can add value when we learn something from it, and build upon it. Thomas Edison failed many times in trying to develop a light bulb. The Wright brothers failed initially before leveraging their underdog status to become the first in flight. J. C. Penney was sick and bankrupt before he built his namesake store into a retailing giant. But they learned from their failures, kept trying and eventually succeeded. The only bad failure is if you fall into shame and shut down afterwards. Instead, find a stepping stone to move forward. Failure is a requirement for growth. It’s accompanied by exploration, curiosity, pursuit, action, and flexibility. And most importantly, reflecting on and learning lessons that can be constructively shared with others.
    4. Curiosity. What are you curious about? Curiosity is a precursor to learning. Though it’s easy to be consumed with the daily challenges of leadership roles, it’s important to take time to explore insights in related areas to stimulate thought processes, and spur new ideas. Research shows that successful CEOs are curious, and this curiosity leads to growth. Mark Zuckerberg, CEO of Facebook started his Year of Books online reading club to encourage discovery about different beliefs, cultures and technologies. And Richard Kinder, Chairman and CEO of Kinder Morgan reads about 50 books a year. He learns from how other leaders have confronted challenges, particularly overwhelming ones for which they had few ready answers. His curiosity in reading is linked to his interests, and fuels his passion for learning. So dig into those areas that you’re curious about, and your learning will form the basis for future growth.
    5. Service. What does my team need from me in order for them to be successful? As a leader, your responsibility is to serve your employees, enabling them in turn to provide value to customers, investors, and the community. You serve your team by creating a compelling vision, and providing the processes, tools and structure to support innovation, recognition, teamwork, and success. Service requires a continual focus on others to understand their needs, motivations, and aspirations, and to provide them with opportunities for growth. This includes a measure of humility to steer the focus from your own, to the teams’ accomplishments, and to ensure that your decisions serve them and not yourself. Service also provides a greater connection to the team as you partner together in the organization’s success. Leaders who focus on service take responsibility when things go wrong. Leaders who focus on service empower their team. Leaders who focus on service attract, retain and develop talented people.

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    Your Big Idea Worth Spreading

    Earlier this month I had the opportunity to attend the TEDx Detroit conference. TED stands for Technology, Entertainment and Design, and is a gathering of leading artists, entrepreneurs, educators, designers, thinkers and doers who share their “big idea” worth spreading. Meeting in locations all over the world (the x factor), this Detroit gathering included people who offered bright ideas in a variety of areas. Here is a sampling of the ideas presented.

    Elio MotorsPaul Elio of Elio Motors believes that mobility is one of the primary roadblocks to individuals getting a job and thereby overcoming poverty. So he designed a 2 seater vehicle (one seat behind the other) priced at $6,800 that gets 84 miles per gallon. While that price seems very reasonable, he went a step further and devised a financing plan whereby the purchaser uses an Elio Motors sponsored gas card, and each time they get gas, he charges them three times the actual amount. This overage is applied to the principal cost of the vehicle, making it self-financing.

    Alden Kane is a high school senior and student inventor. He’s committed to improving peoples’ lives by combining science and service, and believes that proprietary ideas are the future of science. And so he accepted a challenge to design a “wheelchair stroller” for a local mother. Sandwiching time to complete this between his academic and extracurricular activities, he came up with a novel solution to a common problem for millions of new parents who are confined to wheelchairs. Now he’s looking for angel investors, and a more user-friendly name for his invention.

    Sharina Jones was the beneficiary of Alden’s creative genius. A victim of a gunshot wound at age 7, she now teaches people to think beyond the chair, to live past their disabilities and to live a functional life. She sets the example as Miss Wheelchair Michigan in 2011, author of The Life of a Push Goddess, and founder of a charity that brought wheelchairs to Panama. She challenges others to change the lives of one person, a community or the world; and now has a means of carrying her new baby boy with her. Continue reading

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