Peter Drucker dies at 95 (Photo credit: IsaacMao)
I’m hosting a leadership conference for a small group of very special people this week. This seems a great time to bring out some timeless gems from Peter Drucker.
- “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.”
- “No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.”
- “Management is doing things right; leadership is doing the right things.”
Do you have a favourite quote or words of wisdom to share?
“Confidence comes not from always being right, but from not fearing to be wrong.” – Peter T. Mcintyre
What would you do today if you knew you could not fail?
Click photo for more on dealing with change
I write about change and change management because I love it. Testing assumptions and considering new perspectives is an activity that touches a pleasure centre in my brain (and yes, I do own up to the geek-ness of that phrase). Even when new information means scrapping plans and starting over, it feels good to know our adjusted path will take us even closer to the goal. I not only love change, I seek it out. If things remain static for too long you’ll see me moving the furniture around.
All that said, I can still be made uncomfortable by change
It takes a lot to make me wince – and it’s only happened twice that I can remember. You won’t see me struggle with an unexpected new boss or a sudden increase in expected output (here’s a tip: if you see your boss reading “Double Your Profits in 60 Days” buckle your seatbelt). I can handle moving to a new city to take on career challenges. I learned a second language as an adult and then intentionally got myself a job in a place where English wasn’t spoken (I could write for days about the lessons I learned from making some very unfortunate pronunciation errors). And I’ve successfully navigated many years of corporate course corrections (a nice term for flavour-of-the-day management fads). None of those were particularly daunting. I’m talking about a different kind of change. The kind that skips over skills and abilities and digs right down to the values level — to who you are as a person and how you show up.
I’m talking about serious reexamine-who-you-want-to-be kinds of changes.
I see these playing out in three distinct stages:
- Developing awareness of the gap
- Consciously deciding what to do with that awareness
- Activating the decision
When we first become aware of a gap, we may not have a sense of the depth or breadth. It can start out as an intuitive feeling that something’s missing or odd. Stay with the feeling long enough to truly examine what’s behind it and you may find yourself peeling an onion. The deeper you go, the more layers become visible. Talking to others to gain multiple viewpoints almost always helps to round out understanding and perspective.
Knowing there is a gap is not enough. Now you have to decide what to do with it. You have choices. You can choose to make no change, or make some adjustments, or ask others to adjust instead. You may elect to take it on fully as a personal and professional developmental challenge. This is your pivot point. What you do next will impact you and those around you.
A simple gap analysis – declaring where you are in comparison to where you’ve decided you want to be – will reveal the steps required to achieve the new goal. Write it down on paper. Draw a picture if you’re a visual thinker. Now just do it. Don’t wait for it to be perfect. If you need an accountability partner, say your goals out loud to someone. Do whatever it takes to activate your plan. Get yourself over the hump of that very first action and you will find that each next step will be successively easier than the one before.
I’d love to hear from others who have consciously undertaken a personal change process. What was true for you? Or maybe you’re looking for an accountability partner. Add your voice to this post by leaving a comment.
I believe blogs follow a life pattern similar to the people who create them. Sadly, most blogs die before reaching maturity. Those that live on past adolescence to reach adulthood really come into their own. And just as with people, you can’t know what they’ll be when they grow up until they get there. Happily, mine has grown into a place of contemplation and a catalyst for meeting others who are just as interested in leadership and intentional living as I am. Corny? Yes, I know it is. Fortunately, I can laugh at my own proclivity for schmaltz while embracing it as part of my personal brand.
This blog began life as a statement on the ways social media can make us aware of the need for transparency and authentic leadership. My premise was that you cannot be two different people: a reliable, values-driven person on one hand – and a not-so-honest individual stretching the limits of credibility on the other. The connectedness of social media will ‘out’ you. In my mind that’s a big plus. And that’s why I don’t keep separate online profiles – one personal and one business. My premise only allows for one person. One persona. That’s my brand of authenticity.
In “What Does Leadership Have To Do With Social Networking?” I wrote:
Social media is the perfect platform for leadership development. After all, leadership is about reaching and engaging people. What better way to do that than through the global platform of social networking? It’s immediate, it’s two-way, and it’s far reaching. It also teaches the value of transparency. You cannot pretend to be something you are not and engage fully in social networking.
Leadership is also about willingness to accept risk – and there is definitely an element of risk in putting one’s self online for all to see. It’s not for the faint of heart but the potential rewards are awesome.
That was my inaugural post in 2009. I’m still happy with it – and I abide by my initial premise – but the site itself has gone through several iterations. It has transitioned from quietly shared ideals to thinking out loud about values and career choices. Today it is the place where I record teachable points of view.
I don’t know what it will be tomorrow. Just like me, it’s still deciding what it wants to be when it grows up.