If we only pause to be aware, there’s plenty to learn from a baby about curiosity, learning itself and focus. See Lindsay’s article on how one particular baby has enriched her coaching process at http://www.coaching-at-work.com/2010/06/28/perspectives-out-of-the-mouths-of-babes/
The rumbling scandal over MPs’ expenses has thrown into sharp relief the difference between playing by the rules and operating from integrity. The public is outraged by MPs apparently believing that playing by the rules is enough. It is clear that something more authentic than this is needed from our leaders – and that ’something’ is integrity – the discipline and the courage to do what you claim is the right thing even when no-one’s looking. Research has shown that integrity is one of the attributes that followers value most in leaders. We’re reminded too of the dictum by Martin Luther King Jr: “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” Strong, compelling and resilient leadership involves taking personal responsibility for making moral and ethical judgments that might not offer the easiest way forward and might not bring the kind of material rewards that oil the wheels of everyday living. In the aftermath of the exposure of MPs’ behaviour, one can’t help wondering about the role models of leadership they represent….
We’re living through times when institutions, companies and individuals whose stability and integrity we’ve always taken for granted are demonstrating in dramatic ways that they haven’t warranted that trust. We’re seeing that corporations’ key strategic decisions have, after all, been made on the shakiest of foundations. We’re witnessing the exposure of Directors’ self-interest that has taken precedence over delivering on the promise to the customer. We’re experiencing the fallout from banks – the backbone of economies – that have turned out to be fragile and to have energetically promoted business to people who were the poorest of investment risks.
In LWL’s work with clients, and in the wider world, the effect is showing as a growing reluctance to do business with strangers – with unknown providers whose standards, quality and substance can’t be taken for granted. On the contrary, what we’re seeing – and we believe this will consolidate and grow exponentially – is that trust is the key differentiator in all manner of purchasing decisions. No longer will it be enough for a professional provider – whether executive coach or lawyer, accountant or architect – to count on securing new business with a glossy brochure and an impressive client list. What we’ll be looking for as purchasers is to be able to really trust these professionals to deliver what they’re promising, to work to ethical and professional standards, and to still be there when the tide goes out.
A key source of that trust will be where that provider appeared from: do we know them already and trust them because they’ve provided a good service to us in the past, or were they recommended by someone we already know (and trust)? The importance of relationships has never been stronger – and we suggest that it will continue to grow even stronger yet. We’re all going to need to nurture the relationships that are important to us, and that may in turn lead to further relationships that will sustain and stimulate our development as businesses and individuals, both at work and beyond.
What signs of imminent trouble are you ignoring?
http://news.bbc.co.uk/1/hi/world/africa/7685540.stm
Bob Dylan’s lyrics are as pertinent now as when he first sang them in 1964 – only more so in the global economy that we live in. The business environment can change dramatically and overnight (witness the impact of the US government’s bail-out of mortgage giants Fannie Mae and Freddie Mac on 7 September). In our conversations with them, business leaders are recognising that they need to be both agile and far-sighted enough to adapt and flex themselves and their organisations at the drop of a hat. They need to let go of the plan they had yesterday and be ready with today’s plan, fast. In a context where the pressure on numbers is becoming ever more insistent, they need to constantly (and courageously) review their organisation’s strategic focus and resist getting sucked into sweating the small stuff. They need to manage themselves so that they have, and convey, a clear and confident focus, and lead (rather than get distracted by) the people around them feeling demoralised or insecure. As the tyranny of the numbers takes hold, they need to become more aware of the value they’re adding and – counter-intuitively for some – pay more attention, not less, to the people side of their organisations (including the leader’s own development): success can be sustainable and exponential when people deliver the best they can, and keep improving. Without that development success can be elusive. It’s intriguing to see what happens when businesses leverage the resources they already have by knowing that investing in making the most of their people could be the very thing that changes their bottom line.
For all of us involved in communication this is a striking illustration of the power of a shift in perspective. It’s certainly worth the 6 minutes to view it:
http://en.zappinternet.com/video/nilSqaMboM/HISTORIA-DE-UN-LETRERO