Leaders have the desire to help people “be all that they can be.” They use the right amount of each C (challenge, confidence, and coaching) to help people stretch, believe in themselves, and develop new skills.
I have always liked this distinction: “management” is getting things done through others; “leadership” is getting others to want to get things done.
The core values or ideology define the enduring character of an organization – a consistent “identity” that transcends product and market life cycles, management fads, technological change, and individual leaders.
Back in November 1999 I had the opportunity to experience Tom Peters via live feed in the Lessons in Leadership series. Here are a few of my scribble notes that made a difference.
Turbulence and chaos – unrelenting and accelerating change – the unpredictability and uncertainty of our time. The more turbulent the times, the more complex the world, the more paradoxes there are – where the opposing points of view are both true at the same time.
Vision is a paradox in the sense of diverging from reality and converging at the same time. In creating a vision we diverge to see well beyond today to a view of the future. In creating a vision we also converge on today’s reality to focus intellect and action.
Make the leap into the future – to a leaner, meaner, and radically more responsive business. This assumes of course that you’ve ‘handled’ the ‘not so radical resolutions’ and are ready for more!
Same deal, a little less radical but in the same vein. Get the edge! Make the leap!
The sigmoid curve is the S-shaped curve that has intrigued people throughout history. The curve sums up the story and time line of life itself; we start slowly, we experiment and falter, we then grow rapidly, then wax, and wane.