[September 21, 2016] Senior leadership is distinguishable from leadership at lower levels in a number of fundamental ways. As “Captain of the Ship” a senior leader is morally bound to steer in seas of volatility, uncertainty, complexity, and ambiguity. Much space here at theLeaderMaker.com has been given for characteristics that make up that senior leader.
I’ve said many times that one way to understand leadership at the most senior level would be to get inside the head of a successful CEO, General/Flag officer, President, or other “top dog” in a well-run organization. What are they thinking? What are some of the thoughts that go through their heads when looking forward, seeing the future, and constructing a vision of where they want their company to go?
“My job is not to be easy on people. My job is to take these great people we have and to push them and make them even better.” – Steve Jobs, Apple Inc.
Today, I’ve put together some of what they’re thinking and advice they give. Here are a few, in no particular order, for us to consider. Most are direct quotes from some of the most senior leaders in the U.S. military and large American corporations when they were discussing the concept of leadership.
- We do not “manage” transitions, but we do “lead” transitions.
- Some people start with the now and work to the future with a vision. Keep a firm idea of a vision with an end-point. Identify end-points and work backwards to figure it out. There is no other approach.
- Be careful what words you chose to task people. “I expect … this outcome.” Not, “I expect you to do …” Words matter!
- We are not in the “how” to get things done. Talk in “what” things need to be done.
- I trust you. Until proven otherwise, I affirm I trust you. This sense of trust is how we get things done.
- Don’t make decisions until you have to. There is information inbound all the time but staffs target decisions done. Be aware of this and make decisions only when the conditions are right.
- Decision-making always involves risks. Identify those risks and mitigate them.
- Push the work “down;” even if you can do it better. You will develop your subordinates that way.
- Initial impressions are important. Be careful on your early actions, expectations, rules, etc.
- The status quo means the process has taken over and that we are trying to improve the process rather than the outcome.
- Transparency up, opaque down in any organization. Find good people who help you see down.
- Reading is important to be more effective and to improve your insight.
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