Today’s guest post is by John G. Agno. You can learn more about him and his work at the end of this post.
There has always been pressure on corporate leaders to perform well. Some have stretched and improved their competencies by learning more about themselves. Most have chosen to adopt best practices of those whom they respect to improve their own leadership style.
The short answer is not to jump from one leadership fad to another but do engage in authentic conversations and self-assessments to know yourself better.
Cook bookish leadership doesn’t work when you are following someone else’s recipe.
Perhaps, the quote from Dr. Maxwell Maltz of the Psycho-Cybernetic Foundation, about the need to focus our internal energy to make the changes we desire, says it best… “Trying to implant a goal that is incongruent with the self-image is like trying to plant grain by dropping seeds on rock hard bone-dry ground. This happens when a person tries to make a goal that they are not. No one can consistently out perform his or her self-image. No one can long overcome it with willpower. No one can sneak past it and perform in an incongruent manner. The bottom line is that you cannot ‘do’ things without ‘being’ the kind of person who does those things. You must ‘be’ to ‘do.'”
Something that works well for a leader in one company is not easily replicated in another.
Many leaders are rejecting benchmarking - the practice, promoted by many big consulting firms, of adopting the best-practices from high-performing companies such as General Electric Co. Leadership transition does not happen by simply taking someone else’s leadership approach and using it as a template in one’s organization.
When Jacques A. Nasser, Ford Motor’s ex-CEO, quickly implemented a General Electric-style performance evaluation system in the late 1990’s, the new forced-ranking system resulted in a $10.5 million settlement of two class action suits with the company slipping into a crisis management mode of operation. By attempting to copy Jack Welch’s performance management system without a clear understanding or building the foundation for implementation, Nasser and Ford experienced unintended consequences that sent the company reeling.
To some degree, we all have an innate talent for leadership.
By focusing our attention on building strengths within our individual and enduring talents (while applying damage control to our weaknesses), we can choose to move from satisfactory performance to excellence. When we know what our signature talents are and how we might apply them, the application of attention allows our focused energy to push us toward success. Individual and corporate transformation happens when the leader truly understands who s/he is through increased self-awareness that leverages innate talents into leadership strengths.
Knowing who you are and what you are meant to do can make all the difference in moving from good to great.
- John G. Agno is a Certified Executive and Business Coach. He’s the author of Can’t Get Enough Leadership. You can grab your copy here or get it for Kindle or Nook (and while you’re there, you may as well pick up your copy of One Piece of Paper by Mike Figliuolo too).