January 2013: Develop a “Beginner’s Mind.”

It’s the beginning of a new year -- the perfect time to consider applying “beginner’s mind” to the challenges and opportunities in your midst.  Beginner’s Mind refers to an openness, eagerness, and lack of preconceptions. It means letting go of what you think you know, and adopting an “I don’t know” strategy.

This is especially challenging for us as leaders because most of us earned our position (as well as respect) based on our expertise. Indeed, we are usually rewarded and recognized for knowing; having the answers. It’s hard to let that go. However, we need to recognize that our expertise is based on past circumstances. Today we are facing unprecedented challenges and opportunities, so what worked in the past may not necessarily work best today or tomorrow.

There’s a famous Zen saying: In the beginner's mind there are many possibilities; in the expert's mind there are few.  Today, think about one particular problem or opportunity facing you, your team and/or your company. Suspend your expert judgment, start asking questions as if you were a ‘beginner,’ and see where it leads.

December 2012: Understand the power of purpose.

One of the responsibilities of a leader is to help people connect their work to a higher purpose: the ultimate difference they, and their company or organization, are making in the world.  Everyone wants to find meaning in their work, and having a sense of purpose provides that vital connection. It not only helps to inspire and motivate others, but also helps you lead more effectively.  Using purpose as a guide, your decision-making becomes easier, goal-setting becomes more clear and you're less apt to sweat the small stuff.  A higher purpose gives you courage and conviction to step up to new challenges.

December brings the anticipation of a new year, and with it, new opportunities.  Now is a good time to step back and re-ground yourself on the purpose your work serves.  If it's a little foggy, spend some time sharpening it, and remember the importance of communicating it effectively. Dare to dream a big, purposeful goal, and you and your organization will be better for it.

November 2012: Engage in straight-talk.

November brings an election of the 45th U.S. President and the conclusion of a campaign season that tested the best of us. Nowhere is there a better example of the need for straight-talk than in the political arena, where we are forced to fact-check everything that comes out of a candidate’s mouth. 

In this environment of information overload, people crave truth and simplicity – especially from their leaders. Credibility – not spin - is the highest form of influence, and a key way to achieve credibility is to tell it straight. Being honest, forthright and authentic in your communication helps you earn the trust of your colleagues and audiences. And a little trust goes a long way.

Straight-talk means delivering the truth even when it’s bad news. It means admitting our mistakes. It demands us to talk about consequences in very realistic terms. Straight-talk means ditching the jargon and buzzwords and refusing to hide behind qualifiers and hedge words. It calls upon us to be courageous and speak our truth in terms that a high schooler can understand.

Today, give yourself a gut-check.  Are you telling it straight? 

October 2012: Seek first to understand.

In this ever-changing, chaotic environment, we often feel pressure to move quickly – to make quick decisions and take swift action. An unintended consequence of this fast-paced, pressure-prompted mode of operating is that we make snap judgments about challenging situations and people without taking the time to understand the underlying issues or drivers. Rushing to treat the symptom instead of the root cause can result in wasted money…and, ironically, wasted time.

As a leader, you must manage a very real paradox:  the need for speed and the need for thoughtful decision-making. Some decisions can be made with little input or digging, but not all of them can. When confronted with a more complex situation, seek first to understand, and then decide what to do.  A simple (and fast) approach to help you get to the root cause is “The Five Whys”-- a question-asking technique where underlying cause-and-effect relationships are revealed through five iterations of asking why.

You are accountable for your decisions, so when in doubt, pause and ensure you have a grasp of the situation before committing to a course of action.

September 2012: Make mistakes wisely.

When was the last time you made a mistake? If you can't remember, then you probably aren't taking enough risks to keep yourself, your team and your organization poised to succeed in the future.

By definition, leading means that you're out in front.  This requires that you continually push your thinking and approaches. When you test these new waters, not everything will work. And that's not only okay, it's essential.

Mistakes, when handled wisely, can be our best teacher. The key is to look at the situation objectively (don't beat yourself up!), explore every angle to maximize your insights, and then assimilate the learnings so you don't make the same mistake twice.  Be sure to share your newfound wisdom with your colleagues and organization so you leverage what you’ve learned. With that approach, you can be assured that every mistake is bringing you closer to your end goal.  Indeed, the only real mistakes are the ones from which we learn (and change) nothing.

Today, ask yourself, “what was the last mistake I made, and what did I learn from it?”