How Does A Leader Change? Photo Credit: Richard Chicoine. All Rights Reserved.The Leadership Test
Whether you’re living in the mudflats of Alaska or the urban forests of Northern Ontario, you are the target of political messages this month. With opposing perspectives about the meaning of patriotism in the United States and Canada, and promises of change blowing in the winds on both sides of the border, what better time to reflect about your own leadership style? What are the challenges on your personal campaign’s scorecard?
Impressions of a leader’s influence can be measured in many ways. More often than not, it’s the perception of ethics and the discernment of the communication which can sway followers away from or toward the cause. It’s how leaders calibrate their intentions, design meetings and come to terms with the juxtaposition of vision, passion and reality, that add up to what we call a “reputation”.
Take Nelson Mandela and his lifetime of service, including 27 years behind bars where, he says, “my greatest deprivation was spent without hearing a baby cry or holding a child’s hand.” Time Magazine (July 21, 2008) featured his 8 Secrets of Leadership, well worth the read. The questions below are based on his secrets.
As the media continues to reveal the truth behind the candidates for highest level powers in North America, I urge you to consider your own capacity and capability in leadership, no matter how seasoned or inexperienced you may be at the moment. Using the key leadership skills of "REFLECTION" and "APPRECIATIVE INQUIRY", take time this week to test your own leadership.
Question 1: How do you define courage? Is it the absence of fear or inspiring others, and yourself to move beyond it?
Question 2: How do you measure the distance between you as a leader and your followers? Who and what might you be leaving behind?
Question 3: What are the advantages and dangers of leading from the back, and inspiring others to believe that they are in front?
Question 4: Who is your enemy, and what is their favourite sport? What tactic could attack you in your blindspot?
Question 5: Who are your friends and how close do you keep them? How do you keep your rivals even closer?
Question 6: What does appearance have to do with leadership? Which facial expressions convey your leadership abilities (plus and minus)?
Question 7: Do you operate in black and white or grey zones? What are the consequences?
Question 8: Is it okay to quit? How do you know when the right time is to quit? Is quitting part of your strategic plan?
Ultimately, it’s tempting to watch the political antics and then judge candidates than it is to be one yourself. It’s also easier to judge you, as the leader of a corporation, government department or a community organization. Two pieces of information are equally important: what people tell you, and what they do NOT tell you.
These nuances can be compiled into your personal reservoir of experiences, if you are paying attention and making notes along the way. Leadership isn’t learned through reading books, although lifelong learning is certainly an important function. Leadership development, attending the school of hard knocks as well as taking time to celebrate victories, connects you to the people around you no matter where in the world your board room chair may be located.
Your Leadership CODE OF ETHICS defines the fine lines of the actions you must take and the decisions you make. As a leader, you can’t hide in the mudflats, or in the bushes, no matter how far north or south you might be.
Whether you’re living in the mudflats of Alaska or the urban forests of Northern Ontario, you are the target of political messages this month. With opposing perspectives about the meaning of patriotism in the United States and Canada, and promises of change blowing in the winds on both sides of the border, what better time to reflect about your own leadership style? What are the challenges on your personal campaign’s scorecard?
Impressions of a leader’s influence can be measured in many ways. More often than not, it’s the perception of ethics and the discernment of the communication which can sway followers away from or toward the cause. It’s how leaders calibrate their intentions, design meetings and come to terms with the juxtaposition of vision, passion and reality, that add up to what we call a “reputation”.
Take Nelson Mandela and his lifetime of service, including 27 years behind bars where, he says, “my greatest deprivation was spent without hearing a baby cry or holding a child’s hand.” Time Magazine (July 21, 2008) featured his 8 Secrets of Leadership, well worth the read. The questions below are based on his secrets.
As the media continues to reveal the truth behind the candidates for highest level powers in North America, I urge you to consider your own capacity and capability in leadership, no matter how seasoned or inexperienced you may be at the moment. Using the key leadership skills of "REFLECTION" and "APPRECIATIVE INQUIRY", take time this week to test your own leadership.
Question 1: How do you define courage? Is it the absence of fear or inspiring others, and yourself to move beyond it?
Question 2: How do you measure the distance between you as a leader and your followers? Who and what might you be leaving behind?
Question 3: What are the advantages and dangers of leading from the back, and inspiring others to believe that they are in front?
Question 4: Who is your enemy, and what is their favourite sport? What tactic could attack you in your blindspot?
Question 5: Who are your friends and how close do you keep them? How do you keep your rivals even closer?
Question 6: What does appearance have to do with leadership? Which facial expressions convey your leadership abilities (plus and minus)?
Question 7: Do you operate in black and white or grey zones? What are the consequences?
Question 8: Is it okay to quit? How do you know when the right time is to quit? Is quitting part of your strategic plan?
Ultimately, it’s tempting to watch the political antics and then judge candidates than it is to be one yourself. It’s also easier to judge you, as the leader of a corporation, government department or a community organization. Two pieces of information are equally important: what people tell you, and what they do NOT tell you.
These nuances can be compiled into your personal reservoir of experiences, if you are paying attention and making notes along the way. Leadership isn’t learned through reading books, although lifelong learning is certainly an important function. Leadership development, attending the school of hard knocks as well as taking time to celebrate victories, connects you to the people around you no matter where in the world your board room chair may be located.
Your Leadership CODE OF ETHICS defines the fine lines of the actions you must take and the decisions you make. As a leader, you can’t hide in the mudflats, or in the bushes, no matter how far north or south you might be.
Author Maggie Chicoine, originally published as The Tuesday File in LakeSuperiorNews.com
PS: For an interesting read on the Landminds of Being a Mayor, go to Municipal World Magazine, here: http://www.municipalworld.com/index.php/FeaturedArticle/Cuff
