What measures of accountability currently exist in your personal and professional life? How do accountability measures impact leadership positively? A Higher Standard – “Nothing so conclusively proves a man’s ability to lead others, as what he does from day to day to lead himself.” - Thomas J. Watson, Chairman of IBM We are responsible for others’ actions as well as our own. How does this fact impact the way we look at accountability? We must earn the right to lead anyone beyond ourselves. How does the leader begin to earn “respect?” It has been said, “Make your critics your coaches.” What does this mean to you? Ch. 3 – Defining Moments Define Your Leadership Making Us Better Leaders – Can we rise to the occasion? Defining moments show us who we really are. Most defining moments are only recognized in hindsight. As a leader how can we better prepare ourselves and our followers for whatever happens? Discuss the role of effective strategic planning as a leadership tool. Defining moments declare to others who we are. It is an opportunity to either cement a bond between leader and follower or cost a leader his credibility and his ability to lead. What will your people will see when the spotlight is on you? Defining moments determine who we will become. They are an intersection in our lives that present a choice. Standing still is not an option. The good leader will be intentional about each encounter with each person at each moment. In what areas do you need to “get ready” for the next encounter to better define your own future and that of the organization? Defining the Defining Moment - Consider these “Breaking News” moments.
What are some ways to use your natural connecting to increase your energy and intensify your sense of urgency and purpose? For Climbers Discuss ways to demonstrate more sensitivity, show appreciation, instill a sense of consistency and security and finally, use humor as a bonding agent. What is the role of the leader in balancing these two approaches to management? John often uses the statement, “No one ever achieved anything of significance alone.” Is this truth universal and what does it mean for being a successful leader? Meeting #11 - Chapters 20 and 21 Ch. 20 – The Choices You Make, Make You “We don’t always get what we want, but we do always get what we choose.” Our choice shows who we are. What choices have defined you? Our choices have a high level of complexity. What types of decisions have you made as a leader where you felt ill-equipped to deal with their complexity? How did you react? Our choice changes who we are. Consider one choice you have made and how it impacted your professional and personal life. The consequences make us who we will be in the future. Choosing Your Choices We choose our standards for behavior and performance. Where do our standards come from and can we set our sights even higher? We choose how we will interact with people. What are the considerations when deciding what is important in our daily interactions? We choose our focus. Where do your strengths lie in the present? What opportunities in the present do you have to seize these opportunities?
Trade exploration for focus. Reflect on our study of Chapter 7: Get in the Zone – and stay there. Trade quantity of life for quality of life. Contemplate what might be missing if you don’t have the time to hold a basic conversation with a co-worker or find yourself behind a closed door most of the time at work or at home. Trade acceptable for excellent. Why do we accept less than excellent? What gets in the way of being excellent? Trade addition for multiplication. “Leaders who gather followers add to what they can accomplish. Leaders who develop leaders multiply their ability.” Trade the first half for the second half. Often we spend all our time paying for success and never receiving the reward because it is easier to stay with the familiar. As a leader, what does the “second half” mean to you? Trade your work for God for a walk with God. This might be said as well, that we must nurture our spirit before we can nurture others. Do your trades align with your goals and more importantly with who you choose to be as a person and a leader? Have the gains have been worth what you have given up? Do they reflect positively on your desire to grow as a leader and to make an impact? Ch. 23 – Those Who Start the Journey With You Seldom Finish With You What is the leader’s responsibility to the team versus fulfilling the journey? Not everyone will take the journey with you. Being on a team is a choice. Passions are different, motivations are different, likes and dislikes make us unique and give us a different calling. How can you use this information in your recruitment process in order to save time and energy? Are you willing to go the distance even if people close to you are not willing to go with you? Not everyone should take the journey with you. Ignoring reality for the sake of a relationship will almost always cause problems. As we have learned individuals bring natural talents and specific strengths but those may not always be ideally,