Windridge eNews
May / June 2008
““Leadership is knowing you are emulated, enthusiastically embracing that role, and behaving in a defined way to reach a common goal.”
- Stephen Whitaker
Of the original Fortune 500 companies listed in
1955, only 71 remain on the list today. What happened to these
organizations, which were once at the top? What behaviors in leadership
helped them rise? Did they become complacent, slowly and subtly
replacing character and strategic leadership, erasing their first place
standing?
Reaching the top is a wonderful achievement, but maintaining the top
spot is the real test of any organization. During these difficult and
changing economic times leaders must have a clear vision of where they
are going, and have the strength of character to inspire their workforce
to make smart decisions and not settle for second best.
More than a few leading organizations have experienced this shift in
position phenomenon when “expected” contracts have been awarded to
competitors, replacing security with disappointment, layoffs, and finger
pointing.
Dr. John C. Maxwell reminds us that “Winning carries with it a slate of
temptations dangerous enough to topple the grandest of corporate CEO's.
I call these temptations the first place erasers. Falling prey to them
is a surefire ticket to the second tier.”
Dr. Maxwell’s Leadership De-railers:
The Momentum Myth - Leaders presiding over good times
and high profits begin to relax. Comfort sets in, and the leaders lose
their edge. Hard work and a sense of urgency are replaced by naive
optimism and idleness. Falsely believing they can coast, leaders fall
asleep at the wheel. The end of their vigilance coincides with the end
of their time at the top.
The Reputation Factor - Leaders begin to place their
position above their production. They live off yesterday and their best
moments. Having already notched big victories, they quit fighting to
reach their potential. Consequently, they drive the organization
downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a
right to be number one. Oftentimes these leaders have been given their
position rather than having earned it. Expecting preferential treatment,
they have an underdeveloped work ethic. As a result, they are unable or
unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their
success to talented performers at all levels of the organization. People
tire of laboring in obscurity, and they move on to new opportunities.
Leaders fail to patch the slow leak of talent leaving their teams, and
they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who
cannot face or admit failure. Since their identity is wrapped in their
accomplishments, they do not take ownership of mistakes. To avoid taking
responsibility for poor decisions, they may have remarkably high degrees
of denial or self-deception. Out of touch, they cannot steer the ship to
a first place finish.
Playing Not to Lose - Leaders become cautious and
defensive of their perch at the top. They begin to be motivated by fear
rather than purpose. Instead of playing to win, they play not to lose.
Risk averse and small-minded, they are deficient of the boldness and
courage necessary to command a first place team.
Dr. Maxwell’s Tips on How to Stay in First Place:
To preserve their first place status, leaders should give extra
attention to their passion, practices, and people.
Passion - intense emotion compelling action
When passion fades, so does a leader's trustworthiness. Gallup conducted
a poll where passion ranked as the leading indicator of credibility
within an organization. The results of the survey are hardly surprising.
After all, if the leader isn't excited about the purpose of the
organization, then why should he or she be trusted? On the flip side,
when leaders passionately sacrifice, commit, and invest in their
business, they earn the respect of followers and the good faith of
constituents.
Passion creates energy. When a leader exudes joy and excitement, he or
she magnetically pulls co-workers and customers into a shared vision.
Passion is exceptionally strong when linked with a leader's values. When
leaders demonstrate principled passion, they are able to appeal to the
moral and emotional instincts of those around them.
Practices - attitudes and habits
Leaders don't rise to the pinnacle of success without developing the
right set of attitudes and habits. Healthy habits, practiced
consistently over time, will always reap dividends. On the contrary,
occasional compromises of values eventually snowball into poor decisions
with negative consequences. To keep a hold of number one, a leader has
to make everyday a masterpiece.
People - those who work for and with you
The best leaders are humble enough to realize their victories depend
upon their people. When finding themselves in first place, leaders
recognize they are indebted to the ingenuity and talent of those they
lead. To stay in first place, leaders have to hand out credit and shine
the spotlight on the contributors all around them.
I recommend that you use these somewhat unstable times to strengthen
your leadership competencies and commitments by evaluating:
• The leadership responsibilities you carry
• Your passion for the task at hand
• The systems that support your people
• Your personal ongoing support to the people you lead
“The biggest detriment to tomorrow's success is today's
success.” Dr. John C. Maxwell
Enjoy!
Lindsay
**** Check out my
BLOG
Lindsay Colitses, President
Windridge Consulting LLC lindsay@windridgeconsulting.com