1. Selling your stand. While some people may welcome what you say and what you do, others will go after you or even try to minimize you or the situation your stand relates to. Some will sabotage. To sell your views, keep your eyes on the prize but don't specify everything about how to get there. Give others room to maneuver. Present the outcomes, targets and goals without the how to's. Welcome ideas, good and bad. Any negative response is a positive if you learn from it. Invite criticism of what you're doing. Even though you're going it alone, you need the advice and support of others to get there. Stay away from personal clashes.
2. Develop a philosophical stance toward being wrong or losing. After all, most innovations fail, most proposals fail, most efforts to lead change fail. Research says that successful general managers have made more mistakes in their careers than the people they were promoted over. They got promoted because they had the guts to stand alone, not because they were always right. Other studies suggest really good general managers are right about 65% of the time. Put errors, mistakes and failures on your menu. Everyone has to have some spinach for a balanced diet. Don't let the possibility of being wrong hold you back from standing alone when you believe it's right.
3. Don't like risk? Standing alone involves pushing the envelope, taking chances and suggesting bold new initiatives. Doing those things leads to more misfires and mistakes. Treat any mistakes or failures as chances to learn. Nothing ventured, nothing gained. Up your risk comfort. Start small so you can recover more quickly. Go for small wins. Send up trial balloons. Don't blast into a major stand to prove your boldness. Break it down into smaller stands. Take the easiest one for you first. Then build up to the tougher ones. Review each one to see what you did well and not well, and set goals so you'll do something differently and better each time. Challenge yourself. See how inventive you can be in taking action a number of different ways.
4. Taking personal responsibility. Standing alone means taking the consequences alone, both the credit and the heat. You won't always be right so you need to just be as quick to take the blame as the credit. Just say, "Yes, you're right, my stand was wrong, sorry about that." Make it a practice to conduct postmortems immediately after milestone efforts – win or lose. This will indicate to all that you're interested in improvement and excellence whether the results are stellar or not. Don't let your missteps chill your courage to speak up, step into the breach, and stake out tough stands.
5. Leading is riskier than following. While there are a lot of personal rewards for leading, leading puts you in the limelight. Think about what happens to political leaders and the scrutiny they face. Leaders have to be internally secure. Do you feel good about yourself? They have to please themselves first and have confidence that they are on the right track. Can you defend to a critical and impartial audience the wisdom of what you're doing? They have to accept lightning bolts from detractors. Can you take the heat? People will always say it should have been done differently. Listen to them, but be skeptical. Even great leaders are wrong sometimes. They accept personal responsibility for errors and move on to lead some more. Don't let criticism prevent you from taking the lead. Build up your heat shield. Conduct a postmortem immediately after finishing milestone efforts. This will indicate to all that you're open to continuous improvement whether the result was stellar or not.
6. Haven't found your passion to lead? Try small things. Try some leadership roles and tasks off work. Volunteer for a leadership role in your place of worship, school, or neighborhood. Volunteer to head a task force. Start up a credit union. Volunteer for the United Way drive. Start a softball league.
7. Too cautious and conservative? Analysis paralysis? Break out of your examine-it-to-death and always-take-the-safest-path mode and just do it. Increasing timeliness will increase errors and mistakes but it also will get more done faster. Develop a more philosophical stance toward failure/criticism. After all, most innovations fail, most proposals fail, most change efforts fail; anything worth doing takes repeated effort. The best tack, when confronted with a mistake, is to say, "What can we learn from this?" Ask yourself if your need to be cautious matches the requirements for speed and timeliness of your job.
8. Hesitate in the face of resistance and adverse reaction? Conflict slows you down, shakes your confidence in your decision? Do you backpedal? Give in too soon? Try to make everyone happy? Do your homework first. Scope the problem, consider options, pick one, develop a rationale, then go to others. Be prepared to defend your selection; know what they will ask, what they will object to, how this decision will affect them. Listen carefully, invite criticism of your idea and revise accordingly in the face of real data. Otherwise, hold your ground.
9. Delegating. Getting long, complex or multi-tracked projects done involves accomplishing a series of tasks that lead up to the whole. One clear finding in the research is that empowered people work longer and harder. People like to have control over their work, determine how they are going to do it, and have the authority to make decisions. Give away as much as possible along with the authority that goes with it. Another clear finding is to pay attention to the weakest links – usually groups or elements you have the least interface with or control over – perhaps someone in a remote location, a consultant or supplier. Stay doubly in touch with the potential weak links.
10. Be sensitive to the time of others. Generally, the higher up you go or the higher up the person you are interacting with is, the less time you and he/she has. Be time-efficient with others. Use as little of their time as possible. Get to it and get done with it. Give them an opportunity to open new avenues for discussion or to continue, but if they don't, say your good-byes and leave.
A LEADS learning package is located in AccelerateTM We've made searching for resources for the LEADS competencies easy. Just click on the Catalog button and browse through the LEADS folder to find many learning resources.
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