Generate Results in Meetings

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We might push, posture, protect, or prattle to get results in a meeting. Or we can let go, listen, learn, and lean in.

Which aprroach is more likely to generate results that last beyond the end of the meeting?

Right.

In your corner,

Mike

P.S. And love.

P.P.S. Which approach is more enjoyable, more likely to make meetings something people look forward to not dread?

Pump

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Destructive leadership rations energy. Productive leadership pumps energy into everyone freely.

To share so much, we first have to find and tap for ourselves a virtually unlimited source. And where will find such a source? It’s right here and it’s called appreciation.

 

In your corner,

Mike

We Need Leaders Who Are Realistically Unrealistic

Posted Leave a commentPosted in Leading
Reading time: 2 min.

To get things done well, we need to be realistic. We need to understand and rely on concrete things such as priorities, constraints, people’s talents and motivators, and how everything fits together. We need to build the team’s capacity and repeatedly deliver on spec, on budget, and on time.

To choose what things we are going to get done, we need to be unrealistic. We have to detach from reality (the way things are now) so that we can see and tell a story about how things are going to be. And we have to inspire ourselves and others by believing so much in this vision that everyone can feel the excitement of it–as if it were already done.

It’s a bit of a balancing act, for sure. And it’s a necessary one.

 

In your corner,

Mike

PS: It can be hard to be both realistic and unrealistic. We each prefer being one or the other. Companies sometimes handle this by matching unrealistic leaders with realistic ones: an unrealistic CEO with a realistic COO, an unrealistic marketing VP with a realistic sales VP, etc. When this is impractical, we must balance both ourselves.

 

Today’s photo credit: Mike Licht cc

Seeing the Good

Posted Leave a commentPosted in Leading, Will=Our inner game
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Listen to conversations on the street, through the media, at work, and even at home. Much of what we hear is complaint. And too much complaint is bad for our health. Just being around it, our buzz drops and we become less vibrant, healthy, and effective.

We need a little complaint (from ourselves and others) so we can know what focus on next. But we’d do very well to limit exposure and spend more time plugged in, seeing the good, and offering people an antidote to all the complaint.

That’s what we need from you most, good leader.

 

In your corner,

Mike

 

Today’s photo credit: Nicolas Raymond cc

How to Be Well Rewarded

Posted Leave a commentPosted in Leading, Sales and Influence, We=All Who Matter
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Most people don’t know what they want. And if they do, they probably don’t know how to get it. That’s how we can help them. We, the noble leaders, sellers, and influencers are committed to win-win. We know the process. And we are good at running the process: connecting, listening, & exploring, suggesting & negotiating alternatives, and finalizing & following up.

That’s why we get rewarded very well, tangibly and intangibly.

 

In your corner,

Mike

 

Today’s photo credit: Cat Burton cc

A Fantastic Way to Lead

Posted Leave a commentPosted in Leading, Will=Our inner game
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The sages tell us that we each create our own reality. This is challenging. For, to believe it, we would have to come to grips with things like blame and guilt, science and causation, innocence and victimhood, and the possibility of having a usually hidden though wiser part of ourselves.

But here’s the thing: even if the sages are wrong, operating as if we do create our own reality is a wonderfully productive way to live life.

Taking responsibility (not blame) for everything is quite powerful. Instead of spending time and energy reacting to and fighting  what we don’t want to deal with, we get to choose how we will respond in every situation and with every person. And it’s a fantastic way to lead.

Lead on, good leader.

 

In your corner,

Mike

 

Today’s photo credit: latisha (herbmother) cc

Are You the Visionary or the Builder?

Posted Leave a commentPosted in Leading
Reading time: 2 min.

In his book, The Hard Thing About the Hard Things, Ben Horowitz reminds us that there are two types of leaders. He calls them, appropriately, Ones and Twos. We might call them the Visionary and the Builder. Neither is better. All organizations need both types.

The Visionary focuses on the big picture, the strategy, and the key decisions. They bring broad awareness, connections amongst disparate facts, factors, and sectors, curiosity, drive, and clarity of direction. Their blind spots include micromanaging, fire fighting, and BSO (Bright Shiny Object) Syndrome. Companies with too much Visionary leadership end up unable to get traction, repeating mistakes, and struggling to make profits consistently.

The Builder focuses on people, systems, capacity, and sustainability. They bring concerted action, structure, rhythm, awareness of what’s broken or incomplete, delegation, and accountability. Their blind spots include analysis paralysis, incremental (versus wholesale) improvements,  and inflexibility. Companies with too much Builder leadership end up behind the times, outmaneuvered, and stale.

We are predominately either the Visionary or the Builder. Unless we balance our type with the qualities of the other type, we will hobble our organizations. We can strike that balance by developing ourselves and/or by hiring leaders of the other type.

 

In your corner,

Mike

PS: Read Ben’s original blog post about Ones and Twos.

 

Today’s photo credit: Jamie McCaffrey cc