Reward aptitude and attitude.

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We see it all the time: a leader will promote or recruit someone into a management position who is experienced and knowledgeable, but who lacks the right can-do, team-oriented attitude.  And then they wonder why this person struggles as a leader.

Don’t assume that just because someone is intelligent or credentialed, they have the ability (or willingness) to effectively lead others.  Before you promote them into a management or leadership position, think carefully about their fundamental orientation – their mindset, behaviors, their ability to delegate, build and motivate a team, engage others, and share information. Ask yourself whether they focus on solutions instead of problems. And importantly, consider whether they care more about the organization’s success than advancing their own personal agenda.

Be mindful of who you’re promoting and the message it’s sending to the organization.  Are you rewarding bad behavior, simply because someone is technically or politically astute? In the end, you want both aptitude and attitude in all employees – especially leaders.  Remember that culture is built on the mindsets and behaviors of the people in your organization, and having the right organizational culture is pivotal to your success.  

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Don’t give up on yourself.

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It’s a tough time to be a leader.  Pressure is coming at you from all angles.  You’re dealing with a highly complex communication environment, a workforce that’s hard to keep motivated and satisfied, a competitive landscape that is changing by the minute, and insatiable investor demands for immediate and ever-increasing returns.  No doubt, it can be daunting.

You might be thinking, maybe I’m not the right person for this job.  In fact, you’d be surprised how many leaders have dark moments of self-doubt.  As a leader, you know you must project confidence and conviction so you can inspire them in others.  But still, that nagging fear creeps into your psyche every now and then.

Before you throw in the towel, remember that you are in this position for a reason, and that people are counting on you to persevere in the tough times.  Your grit will set an example for others to follow.  Stay true to your deepest beliefs and the course you have set.  And, if you feel you need additional support, seek the advice of people you respect and consider engaging a coach.

You might be thinking, “No one taught me how to do this!”  And if you’re in the majority, you’re right.  But that doesn’t mean you don’t have the right stuff to succeed as a leader.

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Change begins with you.

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Most of us are familiar with the famous Gandhi quote, “Be the change you wish to see.”  This statement is all about accountability.  Thinking like an owner.  Understanding that the buck stops here, and that change begins with you.

There will always be things that aren’t going the way you want them to; problems, challenges, breakdowns in the system.  You can focus on “admiring the problem,” blaming others or assigning excuses.  But the true call of leadership is to light a candle.  Be an agent of positive change.  And help the organization find a better way.

Being the change you wish to see means that you step up, make your concerns and observations known, come forward with a solution and do your best to effect change.  An environment of accountability is healthy and powerful.  When others see that you are holding yourself accountable, they will begin holding themselves accountable.  It creates a leadership norm.

Today, think about a problem in your organization that’s really irking you.  And think about what you can do to drive positive change, either personally or through others.  If not you, then who?  

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October 2011: Beware of the “Say-Do Gap.”

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This insight is about credibility, which is all about trust – one of the most potent and fragile underpinnings of effective leadership.  When your actions are misaligned with your words, there is trouble, and it can turn into big trouble if you don’t recognize and correct it swiftly and genuinely.  Many leaders fall into the trap of making commitments or setting expectations prematurely – before they’re prepared to “walk the talk.”  Better to say nothing or delay the communication until you’re certain that your actions will ring true. 

It’s easier to recognize this disconnect in others than to see it in yourself.  It helps to have a few trusted advisors who will point out any say-do gaps that threaten your credibility.  Today, give yourself a say-do gap gut-check.  Step back and think about the expectations, promises and demands you’ve made of others, and examine whether you’re holding yourself to those same standards and delivering on your commitments.

September 2011: If there’s a problem, look in the mirror.

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As a leader of others, you are accountable for the culture and results of your organization.  And as a leader of your life, you are accountable for your own happiness and fulfillment.  If things are not going well, resist the temptation to blame others or assign excuses.  Look in the mirror, examine your decisions and behaviors, and understand that you are responsible. 
The situation may call for you to make some new choices.  An environment of accountability – across all dimensions of your professional and personal life – is healthy and powerful.  You’ve probably heard the term, “shadow of the leader.”  Whether you’re leading a company, department, team, social group or family, your behaviors will be modeled by others.  By visibly holding yourself accountable, you will set a tone of accountability for those around you -- a beneficial standard by any measure.