12.09.10 sdlp_leadership challenge
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The document outlines five steps for senior leadership development: 1) fill your well by taking care of yourself, 2) find your "buddha" or inspiration, 3) hold onto your "why" or purpose, 4) accept ambiguity, and 5) know your outcomes and objectives. It emphasizes that leadership requires ambiguity and encourages revisiting these steps when lost, as leadership is a constant journey.
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12.09.10 sdlp_leadership challenge
- 1. senior leadership development programme 1-Oct-12
- 2. a n y o n e e l s e f e e l l i ke t h i s s o m e t i m e s ?
- 4. so. in conclusion the solution is… ① fill the well ② find “buddha” ③ hold onto why ④ accept ambiguity ⑤ know o2 (outcomes & objectives)
- 6. find buddha.
- 7. h o l d o n t o w h y.
- 8. a cc e p t a m b i g u i t y.
- 9. know outcomes vs. objectives.
- 10. i n s u m m a r y… a g a i n . . . know outcomes & objectives accept ambiguity hold onto you why find you buddha fill your well
- 11. … and in doing so, become the duck.
- 12. and if you get lost (we all do)… just re-visit your ladder, and step down a rung or two. (‘cause you own it)
- 14. i t ’s a j o u r n e y. c o n s t a n t l y.
- 15. in conclusion…
- 16. “If the outcomes are known, and the path to get there clear, it’s not leadership. it’s followship. Ambiguity is the only constant when leading.”
Editor's Notes
- does any of this sound familiar?changing org structures and leaders?strategies without a clear why?powerpoint, excel models and reports over leading and inspiring?actions that do not align to a vision or values?leaders that contradict eachother?
- filled my well- as metaphor for what keeps your passionate for, engaged with, and motivated to improve lifefound my buddha- not a religious sermon, an example of a state to reflect, mediate, learn to strategically re-actfound my why- be clear on what your values are, before they are tested- they are all you have to be membered byaccepted ambiguity- leadership is possible only if the path is unknownknew my outcomes & objectives- outcomes are the right collection of objectives, at right time, they [outcomes] cross function, silo, customer segment, every part of the organization.
- it’s ok to not always be the warrior.in fact, not reacting, is a reaction.it’s not just about what we do, but what we don’t do.it’s not just about how we react, it’s about how we choose not to react.sometimes, letting a small train wreck happen is the better outcome…
- 1) to inspire the un-inspired2)to stand up for what’s right, even if i stand alone.at the senior leadership level, integrity is competitive advantage. it’s not about what one does, it’s about how.
- if the path was well defined, it wouldn’t be leadership.it would be followship.leadership. is. ambiguous. period.
- objectives do not necessarily achieve outcomes- it’s leadership’s accountability, but not sole responsibility, to ensure they are alignedoutcomes often, are not realized within frameworks we wish, or plan foroutcomes can come from anything1969: Dr. Spenver Silver (3M chemist) looking for super adhesive1977: 4 city launch: “Press n’ Peel”4,000 prdcts nowproductivity is the outcome, cost-cutting is just one of many objectives.ensure why understoodfocus on howdelegate what
- by filling my well, I am able to find my buddha and breathe, which keeps me grounded to my why, which allows me to accept ambiguity, because I have an anchor, which keeps me aware of my objectives and outcomes.
- inspire when losttrust when not clearpacedoing the right things, vs. things right, takes time to get rightself- directed challengeauthenticity- adaptive mixwork within boundaries + constraints of culture (real not marketed)
- my challenge: leading in ambiguitymy resolution: build a self- leading framework for keeping myself groundedmy result: peace, brand improvement & recognition as a leader