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The archives of the Leadership blog of the Fast Company website has a couple of interesting articles. Check these out:
Contribution to the classic “Made vs. Born” debate.Leadership is a Muscle
Great conversation between Bill George and Wendy Knopp about the role of leaders.Open Debate
Excerpt from Ram Charan’s book Know-How
Yesterday I discovered a website called The Leadership Hub. It’s new and I haven’t explored it much, so I still can’t tell you how good it is. But I can tell you that it looks like a promising resource for leaders and leadership enthusiasts. It tries to integrate social networking. My first impression is very positive, so go on and check it out!
“Rules are made to be broken”
I can think of many interpretations and questions about that somewhat “cliched” phrase, but one stands out: Who makes the rules? You may know the answer already: Leaders. In every aspect of life, be it politics, religion, or business, leaders make the rules. Leaders are the ones who blaze the paths. And leaders are the ones who make the rules once they’re finished blazing the paths.
So where am I going with this?
You need to break some rules and create new ones. Leadership requires trailblazing, and the only way to do that is by believing in the “Rules are made to be broken” maxim. This way, you’ll be leading from a position of increased leverage. This will sometimes require that you knock down a few obstacles in the way. Facebook has had to do this in the social network field, with MySpace as the dominant player. But it has to be done if you want to be the leader and believe you have better solutions.
Sometimes you, as a leader, might navigate territories that have never been navigated before. In this case, there won’t be any rules in place, so you’ll have the opportunity to make them from scratch. Make everyone else follow your rules. That’s what, for example, Microsoft did with software. Everyone in the software field has had to follow Microsoft’s rules for the last couple of decades. Microsoft’s position as the pioneer has blocked entry to a great amount of potential competitors.
So go out and break the rules that need to be broken.
The importance of leadership for the growth and competitiveness of business organizations is not debatable. This post from The Practice of Leadership highlights that and is based on a study done by IBM. The Leadership Vacuum
Leaders are supposed to create momentum of change when there is dire need for it. So when you identify an area that should change, be it in business or in politics or in whatever arena, act upon it and don’t just hand the task to “the government” or “the powers that be”. At least try. This article talks about this: Poor Leadership; Poor Results
The “First 100 Days” . Every new president or executive has some variation of it. Those 100 days represent what may be instilled in the minds of many people for years to come. Those 100 days are the first impression.
When someone starts out, be it in the political or in any other arena, she’s generally given the benefit of the doubt. She hasn’t done anything wrong in the public eye (of course, she hasn’t done anything). Everyone is putting their hopes on the new leader. The new leader has a fresh canvas to draw a legacy on.
This is exactly what Cristina Fernandez, wife of Argentina’s actual President, has. She’s the President-elect of Argentina. Before this victory as her country’s first elected woman President, Fernandez had a respectable career in her own right, prominently holding a couple of public offices.
Of course, this doesn’t guarantee her a position of true leadership. Fernandez has the benefit of a great “first impression” among Argentinians. But now she has to earn and practice true leadership. This is where the “First 100 Days” come in handy. She can use that time to establish her independence of criteria and to cement her leadership style.
Most importantly, she can use it to DO things, which is what leaders are supposed to do anyway. In fact, it may be the single best time to do things, because of the carte blanche that is somewhat given to the newly elected. There may be considerably more leeway in this period than in others, where political mistakes may already have created too many enemies to get anything done.
So, Mrs. Fernandez, make Argentinians proud of their choice, and keep in mind the power of the “First 100 days”.
Reading this will reassure you of your capacities. Sometimes we need to raise our awareness of our true worth. Leadership 425: Self-Trust
Jim Blot, of Fast Company, points out the real causes of today’s leadership shortage and goes on to talk about the three dimensions that go into Developing the 3-Dimensional Leader. Well worth the read.
Old Fast Company article about different types of leaders and nice examples: The Three Ways of Great Leaders
The following is an excerpt from the book Beat the System
by Robert W. MacDonald
Being an entrepreneur is simply living a business life as it should be led.
Mention the word entrepreneur and most folks conjure up an image of a wild
dreamer who goes into business by the seat of his pants and risks all to
make some elusive pipe dream come true. Nothing could be further from the
truth.
The word entrepreneur was gifted to us by the French (along with wine,
mayonnaise, and arrogance). It comes from the French word entreprendre,
which simply means to undertake or to set out on a new mission or venture.
As you can see, nothing in that description harkens any visions of
high-stakes gambling or wild-eyed schemes to turn a buck.
Sure, there are those over-the-top entrepreneurs who perpetuate that
swashbuckling image. Guys like Sir Richard Branson exude the sort of
swaggering, risk-taking conduct that the term entrepreneur usually evokes.
Branson, of course, is the founder of Virgin Records and an eclectic stable
of pubescent virgins: Virgin Atlantic Airways, Virgin Mobil,Virgin
Blue,Virgin Cola,Virgin Express,Virgin America, and so on.
One minute Branson’s risking millions of dollars founding a new company, and
the next he’s risking life and limb setting a world powerboat record or
attempting a transglobal hot-air balloon flight. I can almost see Brad Pitt
reprising the Branson role now.
Will the Real Entrepreneur Please Stand?
The image of the entrepreneur as a daring adventurer who recklessly gambles
with his life and fortune is grossly inaccurate. Historically, we think of
such luminaries as Henry Ford,Thomas Edison, and J. Pierpont Morgan as the
epitome of the entrepreneur. More contemporary figures include Steve Jobs,
the Apple entrepreneur; Bill Gates, the tycoon of computer operating
systems; or Fred Smith, the founder of FedEx. These are the kind of
entrepreneurs that management consultant and author Peter Drucker had in
mind when he said “an entrepreneur always searches for change, responds to
it, and exploits it as an opportunity” (Innovation and Entrepreneurship, New
York, NY: Harper Collins, 1993).
These business entrepreneurs and others like them had strong beliefs about a
market opportunity and were willing to accept what others viewed as a high
level of personal, professional, or financial risk to pursue that
opportunity. They all understood that the real risk for a true entrepreneur
is in not taking the risk of success because the true risk is in not
risking. It would be a mistake to limit our concept of the entrepreneur to
these business giants. The true entrepreneur is not defined by the size of
the empire, but by the style of the emperor. By that I mean that you can be
an entrepreneur by running a mail room just as much as by starting a FedEx.
An individual managing a computer department can be just as entrepreneurial
as Bill Gates. The guy who owns a gas station can be just as much of an
entrepreneur as the guy who started Ford Motors.
A true entrepreneur is not determined by the measure of his or her results,
but by how those results were attained. Being an entrepreneur is more about
attitude than aptitude. There have been some very talented business managers
who failed because they failed the test of entrepreneurialism. (We call them
bureaucrats.) Likewise, there have been some people with very little
apparent talent who achieve remarkable success as entrepreneurs. (These
types are usually abysmal failures in a bureaucratic world.)
Entrepreneurialism is a way of living life, not a way of managing life. The
real entrepreneur has a certain spirit, an élan and an approach to issues
that is just different. And that is the key. In a system that demands
sameness, the entrepreneur is willing to be different. Only by being
different can things be made better. That is the philosophy at the heart of
being an entrepreneur.
Taking this approach, a more useful definition of an entrepreneur might be
this: “An entrepreneur is an individual with the experience to recognize an
opportunity, the inherent instinct to visualize its fulfillment, and the
courage to reach for it. An entrepreneur is, by nature, a leader who has the
talent to clearly, simply, consistently, and relentlessly communicate his
vision to employees and to others; one who can motivate others to be
successful because they believe it is in their own best interest to do so.
And it is.” Although I used the masculine tense in this definition, an
entrepreneur can be male or female, young or old.
Using this definition, then, “an entrepreneurial culture consists of a group
of individuals who have suppressed individual interests in an effort to
achieve group success because group success will advance their individual
interests.”
These are pretty solid definitions but the devil is in the details — the
actual practice of instituting an entrepreneurial culture in your job, your
department, or your business. The good news is that entrepreneurs are made
not born. The better news is that anyone with the right desire and
commitment can achieve success as an entrepreneur. The secret to being a
good entrepreneur lies in the simplicity of the concept. In reality, it is
easier to be a successful entrepreneur than a bureaucrat. The entrepreneur
acts with instinct and good common sense, while a bureaucrat has to know and
follow the strict rules of the system.
The key to becoming an entrepreneur lies in the implementation of basic
concepts and, as the title of this book suggests, there are only 11 simple
secrets to learn to make it happen. But there is no need for you to carry
out this task with the precision of a military field manual. The secrets are
simple to learn, but don’t let their simplicity fool you:
Secret 1: Build parallel interests.
Secret 2: Be an architect of the future.
Secret 3: Be decisive, multifaceted, and ethical to a fault.
Secret 4: Know the risk — measure the reward.
Secret 5: Communication — be a shower not a teller.
Secret 6: Power to the people.
Secret 7: Become a trust builder.
Secret 8: Sharing wealth increases wealth.
Secret 9: Be constant, consistent, and concise.
Secret 10: Treat important people like important people.
Secret 11: Do simple things — simply do them.
Learning These Secrets
The important thing to remember in putting these 11 practical secrets to
work in your life and in your business is to remember that together, they
present a cohesive philosophy for being an entrepreneur. When I say
philosophy, I mean that these secrets are a way to think and behave, and as
such, it’s extremely difficult to distill them into a series of steps the
would-be entrepreneur can invoke like a some-assembly-required Christmas
toy.
The reality is that these secrets do not stand alone. They are
interdependent. It’s not like you can accept five of the secrets and ignore
the others. This really is an all-or-nothing proposition — a little like
constructing a building. Each of the beams used in a building are strong
and, in and of themselves, important. However, no single beam or even
several are enough to support the building. They all need to be used and put
in their right place. When in place, they support each of the other beams.
Using the secrets to build an entrepreneurial culture is much the same.
