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LEADERSHIP: TURNING AROUND FAILURE

published:2010-09-06 01:00:00

I’ve just discovered that my favourite blogger, Seth Godin, is also a columnist with the Harvard Business Review. However, even in this mainstream venue, he retains his quirky preoccupation with what’s wrong in the world. He prises open our minds and this is certainly true when he redefines

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LEADERSHIP: HOW’S YOUR KNOWLEDGE AND COURAGE?

published:2010-08-30 01:00:00

What do lobsters, scorpions and bees have in common? Yes, a capacity to inflict a nasty bite. But they also all lack a

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LEADERSHIP: 12 FACETS OF EMOTIONAL INTELLIGENCE

published:2010-08-23 01:00:00

A valuable gemstone has many facets, each finely polished. To be a valuable leader, you similarly need a range of carefully honed capabilities.

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LEADERSHIP: FIVE FAULTS TO FIX

published:2010-08-16 01:00:00

Another home run for Seth – my favourite blogger. His posting of 13 June* describes the entrepreneur’s desire for a magic lottery ticket –

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LEADERSHIP: STOP THE HUMAN SACRIFICES

Bind your people to you - based on trust in your response to their concerns and needs
Don't lead as you've led everyone in the past - ignoring the specifics of today and this team

As a king, commander or leader in Ancient Greece, you'd sacrifice an animal before a major journey, battle or personal undertaking.  And, perhaps visit the priests and oracle at Delphi.  But today, decision-making is mostly more rigorous and analytical.  Planning replaces hoping.  But, not in leadership.  Many leaders still base their actions on oracular generalisations from gurus - or acolyte consultants.  And this involves human sacrifice.  Their team members may not be dead physically, but they are organisationally: frustrated, unmotivated and unfulfilled.  Sound familiar - for you as a follower or as a leader?  So, who are the sacrificial lambs in your organisation?  And, what can be done?

Well, here's a start.  Put yourself in the shoes of your people - and take this test.
  • Which TWO questions below would THEY say best sum up the concerns or worries holding them back?
Or, to think it through another way ...
  • Which TWO organisational outcomes (that would emerge if you answered their questions) would THEY say are most absent from your leadership today?

Make sure you answer from their perspective.  Otherwise, you're still lost in a world of barbarism and human sacrifice!

FOLLOWER QUESTIONS - ORGANISATIONAL OUTCOMES
1. Where are we going; and, why? - Goal Alignment
2. Can we do it? - Organisational Will
3. How should we behave? - Constructive Values
4. What output is required? - Operating Standards
5. Where and how do we all fit in? - Teams and Relationships
6. What if our world erupts? - Learning and Reinventing
If you've identified their two priority questions and the related organisational outcomes, you've taken the first step in making a plan.  The next is to identify potential actions that YOU SHOULD TAKE (to start answering their questions).  And finally, convert these into action commitments - adding the what, with whom and when.  Just like any business plan.

It's not that difficult but few leaders do it.  And that's the gap V|E|C|T|O|R fills.  It's a proven tool, and now online - and inexpensive: a big business tool @ at small business price.  It certainly beats being hauled in front of a judge - accused of human sacrifice!

Categories for this Potshot:

Create goal alignment, Lift organisational will, Establish constructive values, Set operating standards, Build teams and relationships, Foster learning and reinventing, Understanding V|E|C|T|O|R,



Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®

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