Leadership

The New York Times has an interesting article on the return of Howard Schulz as CEO of Starbucks.

“The differences between expert performers and normal adults are not immutable, that is, due to genetically prescribed talent. Instead, these differences reflect a life-long period of deliberate effort to improve performance.”  --  K. Anders Ericsson

I love this line from Mark Sanborn: "Self-preservation isn't selfish; it's vital to the health of those you lead." As a leader, what are you doing to stay physically, spiritually, emotionally, and relationally healthy?

Leadership has been rightly defined as influence.  Paraphrasing John Maxwell, if you think you are leading people but no one is following you, you're just taking a walk. Without influence, a person is not a leader. Without integrity, a person does not have influence. You can motivate (influence) people out of fear or guilt for only so long.  And after a while, the law of diminishing returns kicks-in and it actually becomes counter-productive.  Leaders who use fear to get things done are developing followers who will grow resentful. Leaders with integrity know that character matters more than competency.  Ideally, a leader will have both.  But if I had to choose between a leader with high character and average competency or high competency and average character ... it's a no-brainer.  Choose otherwise and you're setting yourself up for disappointment; or worse, disaster.

Is the fear of failing the greatest when just starting out or after a season of success? While it is true that a fear of failing may discourage some folks from ever trying anything new, most people eventually do. A more insidious form of fear comes when a person experiences success.  It may be the fear of having to sustain a level of effort required to maintain success.  It could be the fear of having to replicate a prior success but in a new environment (economy, personnel changes).  Often it is the fear of losing what took hard work to attain. This fear of failing, rather than discouraging the first step, discourages the next step.  It leads to maintenance thinking -- what must I/we do to keep the wheels rolling? Here's the irony: those who have taken the first step and experienced success should have a track record to fall…