Christian Whamond. Key Leadership. Executive coach
Christian Whamond - 0408 322 176
  • Home page
  • Resume
    • Career Summary
    • Education
    • Reference's
    • Personal
    • Documents
  • Leadership
    • Effective Leadership
  • Learnings
  • Referance Material
  • Social Profile's
    • DiSC
    • 360 degree feedback
    • Hogan Profile

GREAT LEADERSHIP IS DEFINED BY BEHAVIOR, ATTITUDE, AND RESULTS

11/1/2013

Comments

 
GREAT LEADERSHIP IS DEFINED BY BEHAVIOR, ATTITUDE, AND RESULTS

Leaders are often categorized as being results oriented or people oriented. Great leaders excel at both. They have the ability to connect with people and mobilize them to action that delivers exceptional business results.

The extraordinary way in which great leaders work together is what allows aligned, cohesive, and seamless teams to emerge. A high performance team requires a great leaders. These teams are distinguished from business-as-usual groups by their behavior, attitude, and results.

Let’s work with an accurate description of teams versus groups. Business-as-usual groups are not really teams at all; they are “bands of individuals” because they lack the solidarity, camaraderie, and cohesion of high performance teams. In traditional groups, members deny they have blind spots and cover up their mistakes in an effort to look good and be right. Group members lack trust and respect for one another and are often divisive and adversarial. Many business-as-usual groups appear polite and affable, but this is a pretense that masks unresolved bitterness between individuals. One manager described her “polite group” as follows: “No one drives the debate or pushes issues forcefully enough, and we don’t give each other the real, hard feedback. I’m exhausted at the end of each long meeting.”

What cannot be addressed, cannot be resolved.

Unresolved issues sap everyone’s energy.

Business-as-usual groups are indirect, underhanded, and conspire against each other and the organization. Although this may sound harsh, it is an accurate description of how traditional groups behave. This is not malicious behavior; it is automatic behavior.

Often people are unaware of their impact on others. And even those people who are aware often lack the skill set to address unproductive behavior in a productive way.

A pivotal difference between high performance teams and business-as-usual groups is that high performance teams identify, confront, and overcome blind spots. By having a method for talking about blind spots and building committed partnerships, these teams quickly resolve issues and keep the team performing at an optimal level.

Here is what characterizes high performance teams:

Team members openly coach each other on blind spots and quickly correct unproductive behavior and resolve issues.

Each member takes personal accountability for his or her impact on others.

Team members collaborate with all other members to achieve strategic business objectives.

Each member checks his or her ego at the door and sets aside personal agendas to achieve a greater mission—that of enterprise success.

Each member commits to the success of all others and eliminates blame and silos.

Team members hold each other accountable for high standards of behavior.

Do you take a stand and act decisively even when it is uncomfortable? Taking a stand requires you to go against the common advice of “blend in, don’t stand out, and let others put themselves on the line.”

Fearless leaders have the courage to take a stand even when there is no agreement or support from others. One stand you must take in leading others is to define uniform behavioral standards and teach people how to work together in committed partnerships. You will learn more about this in detail in Chapter 5.

Great leaders instill passion by building committed partnerships with employees, customers, communities, and other key stakeholders. The attitude of the entire organization shifts as a positive and constructive environment is created. People make the personal choice to be great leaders not because they have to but because they want to. They are exhilarated when they discover they have the power to influence and shape the future.

Victim and entitlement mentality is replaced by ownership, and people speak up and take accountability for enterprise results. There is an endless buzz of greatness that motivates people to do more than they believed was possible. It takes only one leader to confront resignation and transform others.

In a business-as-usual environment, you will hear, “I’m burdened, I’m pressured, I have too much to do and not enough time,” and “If others would get their act together, I could do my job.” This attitude adds a heaviness and weight to the organization and stifles leaders who are committed to aggressive goals. In a business-as-usual culture, complacency prevails, and everything is dragged down by a pessimistic view of circumstances and people.

Great leaders produce exceptional results by interrupting the cycle of automatic and unproductive behavior. They end suspicion, turf wars, and victim mentality and do not allow leaders to work in isolation. They build an organization where performance, innovation, productivity, and employee engagement soar. 

It takes only one leader to start the process and build a high performance organization. Do not wait for things to happen; make things happen. Your courage to transform the leadership body, then the organization, will inspired everyone to learn and grow.

Great leaders create a powerful context for change and unleash people’s courage. They create an environment in which people take 100% accountability for business results and their impact on others. In this uncommon atmosphere, people work together as committed partners and stand for the success of each other. They coach each other on blind spots, turn automatic behavior into extraordinary behavior, and rapidly resolve challenges.
Comments

    RSS Feed

    Archives

    March 2015
    January 2015
    July 2014
    June 2014
    May 2014
    April 2014
    March 2014
    February 2014
    January 2014
    December 2013
    November 2013
    October 2013
    September 2013
    August 2013
    July 2013
    June 2013
    May 2013
    April 2013
    March 2013
    February 2013
    January 2013
    December 2012
    November 2012
    October 2012
    September 2012
    August 2012
    July 2012
    June 2012
    May 2012
    April 2012
    March 2012
    February 2012
    January 2012
    December 2011
    November 2011
    October 2011
    September 2011
    August 2011
    May 2011
    April 2011
    March 2011
    February 2011
    January 2011
    December 2010
    November 2010
    October 2010
    September 2010
    August 2010
    July 2010
    June 2010
    May 2010
    April 2010

    Categories

    All
    7 Habits
    Abraham Lincoln
    Abuse Power
    Abusive
    Accountable
    Achievable
    Achieve
    Action Plan
    Adaptability
    Alexander Graham Bell
    Ambition
    Ambitions
    Angry
    Annual Reviews
    Apologize
    Apple
    Approval
    Attitudes
    Axioms
    Bad Behaviors
    Bad Boss
    Basic Principles.
    Behavior
    Believe
    Boss
    Bully
    Bureaucracy
    Burn Out
    Busy
    Candor
    Care
    Career
    Career Development
    Cause
    Ceo
    Challenges
    Challenging
    Change
    Chaos
    Character
    Charisma
    Checklist
    Childhood
    Christmas
    Churchill
    Clock Builder
    Coaching
    Coaching Action Plan
    Coca Cola
    Cold Call
    Colin Powell
    Colorose
    Commitment
    Communicate
    Communication
    Communicators
    Competence
    Competition
    Competitors
    Conflict
    Confrontation
    Connect
    Connectivity
    Consistency
    Conversation
    Courage
    Courageous
    Creativity
    Credibility
    Criticism
    Culture
    Customer
    Customers
    Dalai Lama
    Dale Carnegie
    David Thodey
    Decision Maker
    Decisions
    Decisiveness
    Dedicated
    Delayering
    Delegation
    Developing
    Development
    Differentiation
    Difficult Employee
    Dilutions
    Diplomacy
    Disc
    Discipline
    Discouraged
    Doers
    Dream
    Effective
    Effectiveness
    Effective People
    Ego
    Emerging Leaders
    Emotional
    Emotions
    Employees
    Employment
    Empower
    Empowering Leader
    Empowerment
    Enemies
    Engage
    Engagement
    Enthusiasm
    Entrepreneurs
    Ethical
    Ethics
    Expect
    Expectations
    Experts
    Facebook
    Fear
    Feedback
    Firing Someone
    Focus
    Foundation
    Friends
    Friendship
    Game
    Geniuses
    George Washington
    Goals
    Google
    Gospa
    Gossip
    Growth
    Habit
    Harvard
    Helping
    Hobbies
    Honesty
    Hope
    Horstman's Laws
    House
    Hr
    Humility
    Idea
    Idea's
    Identity
    Influence
    Insanity
    Inspiration
    Inspire
    Jack Welch
    Jim Collins
    Jim Rohn
    Job Performance
    Job Satisfaction
    Job Seekers
    John Maxwell
    Lead By Example
    Leader
    Leaderning
    Leaders
    Leadership
    Leadership Qualities
    Leading
    Learn
    Learning
    Legacy
    Lessons
    Lessons Life Taught
    Listening
    Lou Holtz
    Love
    Loyality
    Management
    Manager
    Managers
    Managing
    Managing Up624f2380c5
    Manipulative
    Marketing
    Mark Twain
    Martin Luther King Jr
    Meaning
    Meeting
    Mentoring
    Micromanages
    Mission
    Mission Statement
    Mistake
    Mistakes
    Moodiness
    Motivate
    Motivation
    Multidimensionality
    Myers Briggs
    Network
    One On Ones
    Opportunities
    Oprah
    Organization
    Organizational Commitment
    Organizations
    Overachievers
    Passion
    Passionate
    Passiveaggressive4cb939360a
    Pattom
    People
    Performance
    Performance Management
    Persistence
    Persuasive
    Peter Drucker
    Petty People
    Pip
    Pitch
    Planning
    Poor Performers
    Positive Attitudes
    Positive Leadership
    Power
    Prepair
    Pride
    Priorities
    Proactive
    Productivity
    Professional
    Promote
    Purpose
    Pursuit
    Push Back
    Quotes
    Recognize
    Relationships
    Reputation
    Respect
    Responsibility
    Resume
    Richard Austin
    Ridge
    Risk
    Roosevelt
    Sacrafice
    Sacrifices
    Sales
    Sales Team
    Secrets
    Selfconfidence
    Selfconfidenceef32ab1bf4
    Selfmasteryb72a7fe0f0
    Selling
    Simon Inek
    Simplicity
    Six Sigma
    Skills
    Smart Goals
    Smile
    Social Media
    Sorry
    Speaking
    Staff
    Staff Meeting
    Star Performer
    Start
    Stephen R Covey
    Steve Jobs
    Stress
    Success
    Succession Planning
    Support
    Tact
    Tasks
    Team
    Team Leader
    Teams
    Team Work
    Technology
    Thankyou
    Theodore Roosevelt
    The Truth About Leadership
    Thomas Jefferson
    Thought
    Tim Cook
    Time Management
    To Do
    Todo List86df8ef42f
    True Selves
    Trust
    Truth
    Twitter
    Uncertainty
    Value
    Valuebased Leadership
    Value Proposition
    Values
    Vision
    Visionary Company
    Visulizing
    Who We Are
    Why
    Willingness To Sacrifice
    Willingness To Take Risks
    Win
    Winners
    Winning
    Win People
    Win-win
    Wisdom
    Wise
    Work
    Work Life Balance
    Workplace
    Worry
    Yes-men

    RSS Feed

    Picture
    Christian Whamond
Powered by Create your own unique website with customizable templates.