Daily Leadership Thought #28
Always think in terms of scenarios/contingencies; things rarely turn out exactly as planned.
Always think in terms of scenarios/contingencies; things rarely turn out exactly as planned.
Take full responsibility for making your meetings effective and well worth the expenditure of resources, time and effort
When confronted with a contrary opinion, don’t be defensive, instead hear the other person out and stay focused on the issue not…
Stick to a regular reading schedule (not just non-fiction and including the classics); reading broadens your pespective, encourages self-reflection and disciplines your…
Micromanaging always does more harm than good in the long run; Hire the right people, give them clear direction, and then “trust”…
Encourage others to challenge your own thinking; don't ever think you "know it all" because you don't
Allow time for daily planning and reflection
Build a network of advisors you can consult on all major decisions – no leader is an island
Learn from your failures, otherwise they come back to haunt you
If you don’t know the answer be honest about it and seek out help
Address your biggest challenges/opportunities today; Don’t procrastinate
Your role is what you make of it – there are no excuses when you are in charge
You set the tone, remain positive and keep crises to a minimum
When you are wrong, admit it, knowingly jumping off a cliff is rarely courageous, but always dangerous…
Push yourself to interact with people who make you (and each other) smarter
How you treat people, sets the standard for your organization (and children)
Avoid emotional extremes, they exhaust those around you and weaken your credibility
Keep score on the things that matter – don’t get bogged down in the unimportant
Important relationships operate best as a well cultivated garden, unless you tend to them on a regular basis, weeds will grow
Spend the most time with people who make you feel good about yourself and life in general
Don’t get sucked into the vortex of hyper-activity
Build your life around what is important to you (and the people you care about)
You are an ambassador for your organization to the rest of the world – never forget this
Understand that as long as there is someone else in the office, you have an audience
You must be consistently clear on what success looks like and how to get there, otherwise confusion will emerge
Think like an orchestra conductor – get all the different pieces working together in harmony
If the problem can be solved by someone else, let them do it
Always strive to operate at your “highest and best use” to the organization
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