This is also an opportunity for us as individuals to assess where we stand as leaders. ?Regardless of your position politically, there are multiple lessons we can take away as well as reflect on what is next. ?Why? ?The response is less complex than the answer. ?The President has overcome multiple obstacles, succeeded despite less funding, and set yet another record among a list of his accomplishments, namely only the second two term democratic president since Franklin D. Roosevelt.
From The Economist to WSJ, academic and business entities alike, are pointing fingers, asking questions, questioning answers and drawing conclusions about the entire process. ?What better time to ask ourselves about decisions we might make in the wake of our own aftermath-- it is the perfect storm.
Let's start with behaviors. ?Within any organization, behaviors impact performance, relationships, and innovation. ?While there are multiple other angles to consider, these few offer more than a handful of discussion points.
Performance figures help provide?matrices to better understand where we are as individuals, as a team?and as an organization. ?President Obama had variable performance outputs that left many questioning his ability to secure his re-election. ?In business we think a bit differently. ?Ones performance can be outstanding from a technical perspective, meaning they have a solid grasp of the building requirements, integration, and deliverables. ?Possession of these components makes for a useful individual when considering strategic plans that create a road map for advancement of organizational initiatives. ?While there can be a distinct divide between leadership and one with technical expertise, a great leader will likely have technical expertise in many of the areas someone with masterful technical skills has as a specialist. ?Most hopefully, their leadership has been an accumulation of their experience that in part, carried them up the ladder. ?A leader understands how to use abilities in key members, understanding the strengths and weaknesses of team leaders, thereby helping him or her assemble an effective team-- resulting in a strong department. ?What does that leader look for ?look in the technical leader? ?In the early stages of building a team, they want someone who can create a strong foundation. ?A department could be in the process of being rebuilt, in which case they are also looking to create a solid foundation. ?In many instances you are working without the infrastructure needed to innovate, but in the beginning, you need to ensure the correct pieces are in place to make the right things happen, otherwise integration will be enormously difficult whether with other departments or businesses/ institutions. ?The inability to integrate most often results in isolation which can manifest moderately and grow more extreme depending on the composition of the team. ?With strong technical attributes meeting performance expectations becomes a much smaller worry when building this way.
Relationships are a very different creature. ?Drucker and Senge both write extensively about behavior and relationships; the reason is simple, behavior is a shape-shifter. ?By shape-shifter we mean the way in which (when taken in the root form) we relate, to others. ?We should look at relationships in multiple ways; spatial relationship and social relationship. ?Where does your organization stand with relation to competitors and stakeholders (anyone who is significantly affected by your operations, determined by your understanding of your network map). ?You also need to be able to understand what significance means for your organization; it may vary widely- measured in dollars or equity/ ?intrinsic value. ?From a social perspective, your relationships should be increasing opportunities through new networks, better working relations, healthy departments (where team leaders interact with, communicate, and encourage their team members). ? An example is General Electric's practices in information sharing and service-support, to increase loyalty of its corporate partners. ?While this is an external relationship example, it speaks to the extent which we should consider key relationships. ?When looking for new opportunities, an organic process occurs when one is consistently nurturing this aspect of their work. ?Withing your organization members in different departments not only feel comfortable going to different departments for assistance or collaboration, they also understand when might be the best opportunity to turn to a potential collaborator. ?This is assuming members understand technical boundaries; not so much because they are limited in their expertise but rather they understand the nature of their own work and enough of the nature of their colleagues work to know that an opportunity exists.
Innovation nearly speaks for itself, which is likely why we deal with it last. ?Innovation should be occurring all the time. ?Understanding from a performance perspective, when performance in this area is not developing is easy. ?That being said, let's look at a couple of angles. ?When your organization is stuck in decision-making, it could be lacking innovation. ?Decision-making is crucial and often not spoken of, so I decided to mention it here. ?Think about this, when we are not clear about what direction to go, who to turn to, what to offer, how to proceed, how do we respond; we lack product innovation, social innovation (how to build new networks) that are most relevant to your mission and objectives-- not just jumping on the next big trend in communication or technology. ?And in terms of knowing what direction to go, innovation often comes from exposure that goes beyond company boarders.
Fresh creative ideas backed by technical expertise help us understand when windows of opportunity are open; boroughing deeply because team members are able to sniff out new opportunities. ?Innovation if using one?relative?word might be thought of as clairvoyance. ?The cavities in one's mind are open widely sensitive to when the course is lacking certain commodities or when the course is simply not the right one. ?More importantly innovation staves off trouble in many instances because of a certain readiness that exists for change.
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Source: http://flusshit.blogspot.com/2012/11/emerge-and-lead.html
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