OPTIMISM

Jul

2020

Learning More from A Leader: Dana Pittard

As I said in my previous post, I still had more to share from my time with Two Star Major General (retired) Dana Pittard. Allow me today to share two thoughts and a shift Dana went through.

Thought 1

“Positive optimism is a combat multiplier.”

When in a difficult situation maintaining your positive mindset with a choice to maintain optimistic is critical. Whether leading in a military situation, on a sports field, or in the board room there are times leaders get worn down by the battle. That battle is the fight for the vision.

I have heard it said that “vision leaks.” This occurs most often in those without complete buy-in to the vision. The leaking creates combat for the leader because of the challenge to continually share a vision that sticks. If the vision brings hope and others can see themselves in it, buy-in is stronger. This starts with the leader maintaining his or her appropriately optimistic perspective.

A Shift

While talking, Dana mentioned how early in his career he made a shift from focusing on position promotion to understanding the most important thing was leading people. He described leadership from two opposing perspectives:

Lead to get – this is a sprint mentality.

As a leader you are seeking to get as much as you can for yourself. Though outwardly the focus may be on the mission and others in reality you see the position as a stepping stone to something else you want to get.

Lead to lead – this he said is a marathon mentality.

As a leader you are focused on long term results. For example, you are building other leaders so when you are gone what you built lasts. You are building into and valuing people because they matter most.

Thought 2

During our discussion Pittard said:

“In order to have great growth you have to take great risks.”

After making this statement we discussed the difference between a risk and a gamble.

Risk – something we can recover from.

We evaluate the option and determine the possible loss and gain and ask if we can bounce back from it. Businesses do this constantly as they launch new products. They have researched and see a potential need, invest, launch . . . and at times fail, but it does not destroy the business.

Gamble – something we cannot recover from.

If you go to a casino and put half your savings down on red eight on the roulette wheel and lose . . . you lost. The casino is not going to feel bad for you and give you money back. If as a leader you make a decision that can lose it all, you are gambling and better make sure all the key stakeholders are on board and aware of what could be lost.

Whether a gamble or a risk, Pittard emphasized the importance of getting the right people on the team and having everybody on the team on the same page. Together you can work through risks and prevent gambling.

All three of these ideas have a common theme: mindset. Having a positive mindset, embracing risk, and maintaining the long view help us lead at a higher level. Do you get stuck in your mindset? How can you get unstuck? Would you benefit from someone helping you think into what has got you stuck? Contact me for a thirty-minute thinking partner session at no cost so I can help you think into your results. In the meantime, Lead Well.

Feb

2020

A Four-Letter Leadership Word

Love is necessary for effective transformational leadership. Stick with me a minute. I know this sounds like a soft skill that could have nothing to do with leadership. Think about this though. Who is one of the best leaders you have had?

Was the individual harsh and overbearing?

Was the person kind?

Was the person a mixture of both?

Both are necessary and provide “tough love.” Accountability and standards are necessary in combination with discernment on when to provide the room to grow and forgive. Take a moment with me and look at these four ways to demonstrate “love” in leadership.

Learning

“Learning . . . seeing the world simultaneously as it is and what it can be, understanding what you see, and acting on your understanding.”

Warren Bennis

A leader who is a learner will seek to understand those he or she leads. One way is to understand their communication style and adjust how we deliver our message in a manner they can hear. If you want to invest in learning your communication style then go here.

More often than I want to admit, I overreact and jump to conclusions before understanding a situation. As leaders we demonstrate love and build improved connection when we slow down to learn about the situation. Instead of assuming the worst, I need to take time to understand all sides and then make a conclusion. This exemplifies what Bennis stated above.

Optimism

“Avoid entertaining the concept of the worst, for whatever you take into your mind can grow there.”

Norman Vincent Peale

I naturally tend to see the challenges of a situation, therefore I understand optimism is a choice. Leaders must accurately assess the situation, but then see the possibilities. When we have that picture we paint a picture for those we lead to help them see how they can positively contribute to achieving the vision.

As Peale suggests we want to focus on the possibility instead of the worst because where our focus goes our mind stays. When our minds stay more focused on the challenge than the solution, we get results in line with that focus. As leaders we have a challenge to help others see the possibilities even in the most difficult of circumstances.

Value

Tasks need to be accomplished in order to meet a goal, and people are the ones who perform them. Effective leaders help those they lead understand their value by first helping them see their personal role in the bigger picture. Another great way to help them understand their value is by identifying their strengths.

After identifying those strengths, position them for success by having them working in their strengths often. When this occurs not only are they more personally effective, but they are utilizing their most valuable assets for the organization’s overall benefit.

Encouragement

Blanchard and Zgarmi developed a process of leading called “Situational Leadership.” I suggest this model provides practical application to the idea of encouraging those we lead. According to the model individuals need varying degrees of support and direction. As leaders who care about those we lead we will come alongside others to encourage, equip, and eventually let them perform on their own. When we are leading with the appropriate amount of encouragement, we increase their confidence and performance.

As you look at these four areas which area can you strengthen this week? As leadership expert John Maxwell says “leaders develop daily not in a day.” What is one way you will develop today? Lead well.