Let’s get specific:Pointing the way
Many talented individuals today do not have a vision. They may be bright and high achievers but they are not visionaries. They frequently have a rigid black and white view of the world. They are very good employees. Some are even excellent.
Many modern leaders ask these people to help create strategy for their organisation or business. This will always backfire. It is like asking a world class violinist to be the orchestra’s conductor or to assess how to increase overall excellence of the orchestra’s performance. It’s too much to ask of the violinist.
If you are a leader or have influence over a leader inspire them to point the way with a specific solid strategy that is generated from within. These times demand that you trust yourself completely. Remember what got you where you are today.
Creating trust
The speed of trust – the one thing that changes everything - is a book written by Stephen M. R. Covey. He asks every leader to examine their motives in every situation. For example: Do you genuinely desire a
win-win business deal with the other party? Or in negotiations of an employee’s compensation package? The entire organisation or staff are watching every move you make. Do you truly emanate trust from the core of your being?
There is a direct correlation between speed and trust. If the staff does not trust you they tend not to trust each other, the organisation and perhaps even themselves. They will then question why they are working for you!
Since these dynamics are prevalent in most organisations only you, the leader, can increase trust in thus the speed of success. If you don’t it will cost you huge profits and you will never attain unconscious competence as a leader. Neither will your staff. It’s a huge price to pay.
Opening to excellence
There are certain prerequisites to excellence that every leader must implement to take his/her business to the next level. All of the following Hellinger policies must be thoroughly and genuinely implemented as keys to the doorway of excellence.
The first key is that the hierarchy of the organisation must be honoured. Everyone has the right to belong to the company and should know their place, title and responsibilities. This must be respected from top to bottom.
Secondly, the contributions of former owners, leaders and staff must be acknowledged in a positive way. Documents they created, awards, promotion etc. must be proudly displayed and talked about. It’s about honouring those who went before you.
The third key is balance in giving and taking throughout the organisation. It must be assessed and reassessed to ensure fairness and respect prevails. When this is out of balance so is the bottom line.
These three keys to excellence are the blind spots and downfall of many potential great leaders. They fail to perceive the hidden dynamics right under their noses. They are not aware of how critical these keys really are.
Risking affinity
Many visionaries are so profoundly dynamic in modelling power and achievement that they overlook authentic relationships. This requires that they learn emotional, spiritual and social intelligence. Self-awareness, empathy and authentic affinity are frequently not their strength. They are so focused on where they are going it is challenging for them to be here in the present moment with another person.
Unfortunately, people feel this lack of connection. They frequently feel brushed off, undervalued, unappreciated and sometimes dismissed. This quickly dilutes loyalty.
We human beings can be spiteful and dangerous when deeply offended. This blind spot has been the undoing of many leaders – no matter how dynamic. The ‘visionary’ personality finds building affinity too risky. Many leaders have disowned their own vulnerability to get where they are but the lack of vulnerability now holds them back. Time to reclaim that lost quality and build affinity.
Communicating radically
Along the lines of radical honesty and radical forgiveness communicating radically requires the leader to generate a real time learning environment where all ideals and innovations are shared by everyone in the organisation – all day long.
As long as no idea or communication is suppressed or ridiculed or seen as a threat to the leader, the entire organisation or staff will support the leader’s strategy – if asked for and acknowledged.
Accordingly, energised leadership requires the leader to generate the next wave of growth with a specific strategy, generating the speed of trust, the keys to excellence, risking affinity and radical communication. Do this immediately and watch things expand.
Robert Kirby is the Director of Energetics Institute in Paddington NSW and an Integrative Body-Mind Psychotherapist and Executive Coach. He works with organisations and individuals. Please visit his website on www.energeticsinstitute.com.au, email Robert directly on r.kirby@energeticsinstitute.com.au or call on
(02) 93610035.
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