Best Practice 3 – Influencer of Inspiration and Leadership™
Three essays are associated with this best practice, one focusing on the best practice itself and the other two providing concepts that complement this best practice, but also offer a somewhat different perspective.
Best Practice 3: Influencer of Inspiration and Leadership”™ (Being: Influencer)
In this essay, the critical success skills associated with this best practice are identified, as are the BE attitudes that aligns with this practice. This essay concerns the ability to build positive, meaningful relationships with energy, place leadership emphasis on people for positive outcomes, recognize, acknowledge and inspire others, enable others to lead through positive modeling, and to be humble with a fierce resolve for each person’s success.
Staying Alive
Organizations, human systems are complex. Each part impacts others; all parts are in equilibrium with each other, and each and every one is impacted when you intervene in one. If we want to put it in few statements: (1) Organizations are complex, not simplistic. Linear “impact à effect” thinking usually fails, (2) Relational positions are dynamic, not static. Everything changes. All the time. Especially when you move, (3) Interactions are interdependent, not linear. When you move, your movement impacts all others. And then their move moves you and (4) Behavior is contextual, not personal. 80% of our (and their) behavior is determined by the context we find ourselves in.
The Four Wires of Leadership
There are four arrest wires on the deck of an aircraft carrier that are intended to stop the jet (which hooks to the wire and comes to a stop, after which the jet is moved off the runway and stowed below deck). The key issue is: which wire will stop the jet. The first wire is not a great place to stop—it means that the plane was coming in too low or too fast. A first wire stop is not only hard on the pilot—it results in real strain on the wire and the crew. The best landing occurs when the jet stops at the second or third wire. Kind of like how leadership should be engaged in an organization – not too abrupt and not too slow. A bit delayed so that the situation can be accurately assessed, but not too long a delay that could lead either to a critical situation (that might be too late to address) or to action that no longer fits with the ever-changing situation.
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