 In today’s fast-paced business world, change is not just inevitable—it’s essential. Whether it’s adapting to market demands, integrating new technologies, or refining processes for efficiency, organizational cultural change is vital for long-term success. However, change can be challenging and complex, requiring careful consideration and strategic action. Understanding the fundamental characteristics of organizational change helps businesses navigate transitions more effectively and fosters a culture of adaptability and resilience. Here, we explore four key characteristics of organizational change and how they shape a transformational journey.
1. Change Is Systemic Change in one area of an organization inevitably influences others. Whether it’s restructuring departments, introducing new technology, or shifting a company’s goals, the ripple effects touch multiple facets of the business. Leaders must adopt a systemic view, understanding that altering one component can influence workflows, employee morale, customer relationships, and organizational culture. Successful change initiatives require holistic planning, ensuring that all affected areas are considered and aligned with the organization's overarching vision. 2. Change Is People-Centered At its core, organizational change is about people. Employees drive implementation, adapt to new processes, and ensure success. Resistance often arises not from the change itself but from the fear of the unknown, perceived threats to job security, or lack of clarity. Therefore, effective communication, training, and employee involvement are essential. Organizations that cultivate trust and transparency during transitions are more likely to achieve buy-in and long-lasting results. 3. Change Is Iterative Change is rarely a one-time event; it’s an ongoing process that unfolds in stages. Initial plans may require adjustments as unforeseen challenges arise or as outcomes reveal the need for further refinement. Adopting an iterative mindset, where feedback is gathered and improvements are made continuously, ensures that change initiatives remain flexible and effective. This characteristic highlights the importance of agility, enabling organizations to adapt and evolve in response to shifting circumstances. 4. Change Requires Leadership Leadership plays a pivotal role in guiding organizations through change. Visionary leaders inspire confidence, articulate the purpose behind the change, and model adaptability. They act as the bridge between strategy and execution, ensuring alignment between objectives and actions. Moreover, leaders are responsible for addressing challenges, maintaining morale, and fostering a culture of innovation. Without strong leadership, even the most well-designed change initiatives can falter. Conclusion Organizational change, while complex, is an indispensable part of growth and success. Businesses can approach transitions more confidently and effectively by recognizing that change is systemic, people-centered, iterative, and leadership-driven. Embracing these characteristics eases the process and builds a foundation for resilience in an ever-changing world. Call to Action As you navigate the landscape of organizational change, consider how these characteristics align with your current strategies. Engage your teams, seek feedback, and empower your leaders to be change champions. Need guidance? Reach out to experienced consultants or invest in leadership development programs to ensure your organization thrives during transitions. The future belongs to those who embrace change—start your journey today! Thank you for reading. Continue becoming the best you can be as you search for your true self. Richard Resource from FM Storefront: The Changing Workplace: How Leaders Influence Change https://bit.ly/3nGlfeE Note: This is an A.I. assisted article. The image embodies the theme of organizational culture, specifically tailored for leaders. The image captures a diverse group of leaders engaged in a dynamic discussion within a modern boardroom, illuminated by cinematic lighting that emphasizes their expressions and interactions.
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 An A.I. Image In the realm of leadership, it’s tempting to respond to adversities or betrayals with retribution. However, great leaders understand that revenge only perpetuates cycles of conflict and animosity, whereas pursuing harmony fosters resilience, unity, and progress. From ancient history to modern times, many leaders have opted for peace over revenge, knowing that the true power of leadership lies in creating sustainable, collaborative relationships. This mindset transforms workplaces and communities and creates a legacy of wisdom and strength that lasts beyond individual tenures. Let’s dive into the lives of several inspiring leaders who know this all too well and chose the path of peace over vengeance.
The Wisdom of Choosing Harmony Over Revenge 1. Nelson Mandela’s Path to National Reconciliation: One of the most profound examples of a leader who chose harmony over revenge is Nelson Mandela. After spending 27 years imprisoned under apartheid in South Africa, Mandela had every reason to be bitter. Yet, upon his release and eventual election as the first Black president of South Africa, he famously advocated for national reconciliation. Instead of seeking retribution against his former oppressors, he chose to unite the country by promoting forgiveness and understanding. Mandela’s decision to prioritize peace over vengeance was critical in preventing civil unrest and fostering a sense of unity in South Africa that remains impactful today. 2. Abraham Lincoln and the 'Malice Toward None' Principle: Abraham Lincoln, faced with a nation torn apart by civil war, could have directed anger toward the Confederacy upon their defeat. Instead, he embodied a spirit of conciliation, famously declaring, “With malice toward none, with charity for all.” Lincoln knew that a sustainable peace required healing rather than punishment, leading him to promote a vision of rebuilding the Union rather than holding grudges. Though his life was cut short, his actions set a precedent for a nation striving to heal its deep divides—a legacy that endures as an example of leadership rooted in compassion. 3. Mahatma Gandhi's Nonviolent Approach: Mahatma Gandhi's entire philosophy of leadership revolved around nonviolence and peace. In a time when India was under British colonial rule, and many were advocating for violent rebellion, Gandhi chose the path of peaceful resistance or Satyagraha. His commitment to nonviolence extended to his interactions with the British, who imprisoned him multiple times. Instead of seeking revenge, he focused on liberating India through peaceful means. His legacy shows how harmony and perseverance can lead to monumental change without the need for vengeance. 4. Martin Luther King Jr. and the Pursuit of Justice with Love: Martin Luther King Jr. drew inspiration from both Gandhi and his Christian faith to promote civil rights through nonviolent resistance in the United States. In the face of brutal racism, hostility, and violence, King taught that hatred could only be driven out by love. King’s leadership in the Civil Rights Movement relied on a commitment to harmony and justice rather than revenge, underscoring his famous statement, “Returning hate for hate multiplies hate, adding deeper darkness to a night already devoid of stars.” His legacy lives on as a beacon of seeking peace and understanding even in the face of profound injustice. 5. Mother Teresa and Spreading Love, Not Revenge: This incredible woman spent her life helping the poor and sick. Rather than seeking revenge against the injustices Mother Teresa saw, she poured her heart into serving those in need. Her philosophy was simple: love and compassion over anger and vengeance. She once said, “If we really want to love, we must learn how to forgive.” If anyone knew about the healing powers of love and forgiveness, it was her. Her life served as a reminder that the path to peace is paved with kindness and empathy. 6. Malala Yousafzai Stands Up for Education: And last but definitely not least, we have Malala Yousafzai. This young Pakistani activist faced an assassination attempt by the Taliban for advocating girls' education. Instead of seeking revenge on her attackers, she chose to amplify her message even louder. Malala’s courage to stand up for what she believes in has inspired millions around the globe. She once said, “I raise up my voice—not so that I can shout, but so that those without a voice can be heard.” Her choice to seek peace instead of revenge has led to strides in education for girls everywhere. Why Harmony is the Hallmark of Great Leadership Choosing harmony over revenge takes immense self-discipline and maturity. Leaders who seek peace understand that retribution often escalates conflict, whereas fostering understanding and forgiveness can build bridges. Harmony-focused leaders encourage collaboration, even in difficult circumstances, inspiring those around them to let go of anger and work toward shared goals. This approach fosters a culture where individuals feel safe, supported, and motivated to bring out their best. Conclusion Leadership rooted in harmony has the power to change the course of history, turning potential conflict into opportunities for growth and unity. Leaders like those in this article stand as a testament to the transformative potential of choosing peace over revenge. When leaders focus on harmony, they elevate those around them and foster environments where collaboration and innovation can thrive. Call to Action Consider how you respond to challenges in your work and relationships. Do you react with retribution, or do you look for solutions that bring people together? By choosing harmony over revenge, you have the power to lead with wisdom, inspire others, and create a legacy of resilience and unity. Thank you for reading. Continue to be your best as you search for your true self. Richard Check out these FMeLearning Offerings Executive Coaching: https://bit.ly/4cnqGDV Bizwoli: https://bit.ly/3YripHD FM eLearning YouTube Channel: https://bit.ly/3SHzYTr Affiliate Marketing With Richard YouTube Channel: https://bit.ly/3ZqE18D FM Storefront: https://bit.ly/4bNfiBs More For You Coaching Opportunity with Max, Fergal, and Trevor: https://bit.ly/3t4cbmO Michael j Cheney: The Secret Money System: https://bit.ly/47jDHMQ  Virtual Generated photo inspired by Steve McCurry's style In today’s rapidly evolving business world, innovation isn’t just a buzzword – it’s a necessity. Companies that can quickly adapt and innovate are the ones that thrive, while those resistant to change are often left behind. But fostering innovation isn't as simple as telling your team, "Hey, go innovate!" It requires deliberate effort, the right environment, and a culture that encourages creativity and fresh thinking. Let’s dive into how you can create a culture of innovation in your workplace.
Why Innovation Matters Innovation is what drives growth, efficiency, and long-term success. In an era where technology and markets change rapidly, businesses that fail to innovate can find themselves lagging behind competitors. Innovation keeps companies relevant, whether it's developing new products, refining processes, or adapting to changing customer needs. But innovation doesn't just come from the top – it requires the involvement of everyone in the organization, from the C-suite to entry-level employees. The most innovative companies are the ones that provide an environment where creativity and new ideas are celebrated, not stifled. So, how do you build that kind of culture? Embrace a Growth Mindset It all starts with a mindset. A company that encourages a growth mindset is one where employees feel empowered to take risks, learn from failure, and constantly improve. In contrast, companies with a fixed mindset – where mistakes are penalized and success is tied to innate talent – tend to stifle creativity and innovation. Leaders play a crucial role here. Managers who foster a growth mindset encourage their teams to experiment and embrace challenges. It’s important to let employees know that it’s okay to fail as long as they’re learning. After all, some of the greatest innovations in history came from failure (hello, Post-it notes!). Foster Open Communication and Collaboration Innovation doesn’t happen in silos. It thrives in environments where open communication and collaboration are the norm. If your employees feel they can’t share ideas or speak up, you’re shutting down potential innovations before they even have a chance to surface. Create avenues for employees to voice their ideas through regular brainstorming sessions, cross-departmental meetings, or even anonymous suggestion boxes. Encourage teams to work together across functions—sometimes, the best ideas come when people with different expertise put their heads together. And don’t forget the power of diversity in fostering innovation. Teams with diverse perspectives are more likely to come up with unique solutions. Make sure you’re creating an inclusive environment where everyone’s ideas are valued, regardless of their background or role. Provide the Right Tools and Resources Even the best ideas will fall flat if employees don’t have the tools and resources to bring them to life. Invest in technology and tools that streamline processes, enhance creativity, and make collaboration easier. Whether it’s project management software, communication platforms, or access to training and development, giving your team the right resources is crucial for innovation. Also, consider setting aside dedicated time for innovation. Some companies, like Google, have implemented the “20% rule,” allowing employees to spend 20% of their time on passion projects outside of their regular duties. This freedom can lead to groundbreaking innovations (Gmail, for example, was a product of Google’s 20% time). Google has evolved its policy over the years, but it is still a method businesses can aspire to use. (1, 2, 3) Further, the 20% rule may be unrealistic for small or medium-sized companies. However, if leaders and managers are committed to innovation, they could apply it as a value within their organizations and engage employees and colleagues in making innovative progress. Reward and Recognize Innovation If you want employees to innovate, you need to reward them for doing so. Recognition programs can go a long way in encouraging a culture of creativity. Celebrate wins, whether big or small, and recognize individuals or teams that take risks, even if the results don’t immediately pan out. Public recognition, bonuses, promotions, or even small perks like extra time off or gift cards can motivate employees to think outside the box. The key here is to celebrate the process of innovation, not just the final outcome. By rewarding experimentation, you create an environment where employees are willing to take risks and try new things without fear of punishment if things don’t go as planned. Create a Safe Space for Failure One of the biggest barriers to innovation is the fear of failure. If employees are afraid of making mistakes, they’ll stick to the status quo instead of taking bold steps. As a leader, it’s important to cultivate a culture where failure is seen as a natural part of the innovation process. Encourage employees to share what didn’t work and what they learned from it. When failure is treated as an opportunity for growth rather than something to be ashamed of, employees will feel more comfortable pushing boundaries and exploring new ideas. Consider having post-mortem meetings to discuss lessons learned from both successes and failures. Lead by Example If you want innovation to be part of your company culture, it must start at the top. Leaders ought to model innovative behaviors by being open to new ideas, taking calculated risks, and embracing change. When employees see leadership experimenting with new approaches and encouraging creative problem-solving, they’ll be more likely to follow suit. Innovation should be embedded into your company’s values, and leadership should consistently reinforce its importance. Encourage leaders and managers to actively seek out and champion innovative ideas from their teams. Encourage Continuous Learning Innovation thrives in environments where continuous learning is encouraged. Whether it’s through formal training programs, workshops, or access to online resources, providing opportunities for employees to develop new skills and knowledge is key. Encourage employees to attend conferences, read industry blogs, take online courses, or participate in professional development programs. The more knowledge they have, the more ideas they’ll bring to the table. In fact, many innovative ideas come from employees combining new skills or knowledge with their existing expertise. Conclusion: Building Your Innovation Engine Encouraging a culture of innovation takes time, but the payoff is worth it. By embracing a growth mindset, fostering open communication, providing the right tools, rewarding creativity, and creating a safe space for failure, you’re setting the stage for sustained innovation. Remember, innovation isn’t a one-time thing – it’s an ongoing process that needs to be nurtured. Call to Action: Start Today! Now is the time to take action. Start by assessing your current workplace culture – where can you make small changes to encourage creativity and innovation? Engage with your team and ask for their input on what would help them think more innovatively. Lead by example, embrace learning, and create an environment where new ideas are welcomed and celebrated. By making innovation a core part of your workplace culture, you’ll be setting your company up for long-term success, growth, and adaptability in an ever-changing world. So go ahead, spark that creativity, and watch your organization thrive! Thank you for reading. Continue to search for your true self as you become the best you can be. Richard References For This Article 1. https://hrzone.com/why-did-google-abandon-20-time-for-innovation/ 2. https://en.wikipedia.org/wiki/Side_project_time 3. https://yucommentator.org/2022/02/googles-20-percent-rule-and-how-it-could-benefit-you/ Check out these FMeLearning Offerings Executive Coaching: https://bit.ly/4cnqGDV Bizwoli: https://bit.ly/3YripHD FM eLearning YouTube Channel: https://bit.ly/3SHzYTr Affiliate Marketing With Richard YouTube Channel: https://bit.ly/3ZqE18D FM Storefront: https://bit.ly/4bNfiBs More For You Coaching Opportunity with Max, Fergal, and Trevor: https://bit.ly/3t4cbmO Michael j Cheney: The Secret Money System: https://bit.ly/47jDHMQ 
In the dynamic landscape of small business, leadership plays a pivotal role in steering the ship toward success. This holds true not only for traditional brick-and-mortar establishments but also for the ever-expanding realm of online businesses. In this article, we will explore the key elements of leadership excellence in small businesses, shedding light on the unique challenges and opportunities faced by both traditional and online ventures. Visionary Leadership: One of the cornerstones of leadership excellence in a traditional small business is the ability to cast a compelling vision. Visionary leaders inspire their teams with a clear sense of purpose, driving motivation and fostering a shared commitment to the company's goals. In the online business realm, this involves not only navigating market trends but also staying ahead of the curve in the rapidly evolving digital landscape. Adaptability and Innovation: Small businesses, including online ventures, must be agile and quick to adapt to changes. Effective leaders recognize the importance of innovation and are willing to embrace new technologies and trends. Whether it's adopting the latest e-commerce tools or implementing cutting-edge marketing strategies, staying ahead in the online business world requires a leader who is open to change and unafraid to explore uncharted territories. Communication and Collaboration: In the interconnected world of a traditional small business, communication is key. Leaders must be adept at fostering open lines of communication within their teams, ensuring that everyone is aligned with the company's vision. In online businesses, where virtual teams may be scattered across the globe, effective communication becomes even more critical. Utilizing collaboration tools and establishing clear communication channels is essential for success. Empowering and Developing Teams: Leadership excellence involves not only setting a vision but also empowering teams to achieve it. Traditional small businesses thrive when leaders invest in the development of their employees, providing opportunities for skill enhancement and career growth. In the online business space, this includes leveraging online training platforms and creating a virtual work environment that encourages continuous learning and professional development. Resilience and Risk Management: Traditional small businesses often face uncertainties, and effective leaders must be resilient in the face of challenges. This involves not only bouncing back from setbacks but also proactively managing risks. In the online business arena, where cybersecurity threats and digital disruptions are prevalent, leaders must be vigilant in implementing robust risk management strategies to safeguard the company's operations and reputation. Conclusion: Leadership excellence is the cornerstone of success for small businesses, whether they operate in traditional or online spheres. Visionary leadership, adaptability, effective communication, team empowerment, and resilience are all crucial elements that contribute to a thriving business. As the business landscape continues to evolve, small business leaders must remain agile, innovative, and committed to nurturing a culture of excellence within their organizations. Call to Action: To small business leaders navigating the complexities of today's competitive environment, remember that leadership excellence is an ongoing journey. Embrace change, invest in your team, and stay attuned to industry trends. By fostering a culture of continuous improvement and innovation, you not only position your business for success but also contribute to the growth and sustainability of the broader small business ecosystem. As you lead, inspire, and adapt, you pave the way for a brighter future for your business and the communities it serves. Thank you for reading folks. Continue becoming the best you can be. Take Care. Be Well. Stay Safe. Richard Richard Fontanie iMAGE: Pexels - tim-douglas 6205491 Article written with assistance from Chat GPT  Are you a leader or a follower? It’s a question that is often asked with the implication that there is only one real answer. Either you are a leader, or you are not. You are fit only to be shepherded by the strong, intelligent, and brave. What a way to look at leadership!
Before we continue, it is important that you know that this is not the case. Leaders are important, but so are followers. After all, where would leaders be without followers? The world needs leaders, but it also needs followers. It’s also okay to start as a follower with the aim of becoming a leader, or to be a leader today and a follower tomorrow. Whatever the case, it’s probably easier to break the question up into questions that address the qualities of leadership. This article won’t tell you whether you are a leader or a follower, but it will help you to answer the question reliably for yourself. Are You Confident With The Situation? Confidence is important to leadership, both confidence in yourself to lead and to handle the presenting situation. If you aren’t sure that you can lead or aren’t familiar with the type of situation that you are faced with, you probably are not the best person to lead in that situation. When you pass up a leadership position in this circumstance it will protect you from making a critical error as a leader but it will also protect the team by allowing a better prepared person to step forward, increasing the team’s chances of success. You should also have confidence in your team. Without a good team, the project will likely fail. If you don’t see much chance of success, do you want to be a leader or a follower when the ship goes down? Sometimes the decision to be a leader or a follower is based more on the situation than on your ability. How Do You Handle Pressure? When faced with great responsibility, some people rise to the occasion and others collapse under the pressure. Knowing which one you are can help you decide not only whether you are right for the position but just as important, whether the position is right for you. It is also critical to consider what kind of position you want. Some leadership positions mean that you are truly at the top of the organization, while other leadership positions mean that you are in charge of a team but are also answering directly to someone else. Sometimes the latter position is often more stressful because you are caught between the top and the bottom. It is like being the meat in the sandwich. Do You Have The Will To Serve? This is an interesting question because often people think that leaders need to be directive, strong, and controlling to be leaders. However many of the best leaders are those that serve others rather than being overly directive and controlling. Sometimes these leaders are considered soft rather than strong. But that really is an erroneous perception. Servant leaders are strong in developing people, helping them to become the best that they can be, not afraid to be followers, build systems based on cooperation, coordination, collaboration and commitment. They take risks to carry out their vision by truly engaging others in their vision. The difference occurs when leaders tell people what to do, when to do it and how to do it rather than engaging them in what to do and leaving it up to them when and how to do it. So the question asks you to consider what kind of leader you want to become. Can You Learn From The Canadian Geese? The Canada Goose has learned to lead and to follow. When flying in formation they use their formation to reduce the wind and increase their speed. But the leader doesn’t always stay in front of the formation. When it becomes tired and feels like it can no longer lead it falls back and another one takes over. The Canadian goose is not afraid to lead and follow when necessary. The moral of this story is that leaders can learn to lead as well as to follow. Do You Think Big Or Small? A final question to ask yourself is whether you think big or think small. Leaders often influence systems as they try to decide how best to handle large decisions with large implications. Leaders have to think big. Followers, on the other hand, often have a narrow set of responsibilities that deal with more specialized knowledge. Followers have to think small. Once again, there’s nothing wrong with thinking small, it just means that you are probably more valuable working with the details of your current position rather than working with the sweeping organizational choices that leaders often have to deal with. In Conclusion The question asking whether you are a leader or a follower is a misleading. It implies that leaders and followers are cast in different molds. The truth is, whether you are more fit to be a leader, or a follower depends less on who you are as a person and more about the situation. The real question to ask yourself is whether you have the experience and skills required to take on the job and do it well. The Canadian goose knows when to lead and to follow based on the situation at hand. So does a great leader. When you start asking the question based on the situation rather than based on yourself, you realize that the question shouldn’t be asked about what’s best for you but what’s best for the team. If you are what is best for the team, become the leader and serve your team or organization to the best of your ability and help your followers to grow so that they can become the best that they can be. If you are having second thoughts, let someone else take the lead. Then if you are still interested in becoming a leader develop your skills, personality, and experience to meet future challenges. Thank you for reading and always stay safe, be well and continue becoming the best version of yourself. Richard.  What the heck is The AMSIR OF CHANGE. Simply put it is a way to get your head around the change process in any organization. It is an acronym for Awakening, Mobilization, Stabilization, Institutionalization, and Resurgence. It is something that I have talked about in many of my past articles and more recently in my eBooks “Leaders Driving Change: Leading Transformational Change In The Workplace” and “The Changing Workplace PLR” found in the Storefront. In those books, however, I hadn’t mentioned AMSIR, so I would like to outline it in this article. But first when it comes to organizational change there are basically two approaches. Now these approaches are explained below but are more complicated and filled with differing dynamics in the cryptic explanation. So you are cautioned to be careful as you read them.
The AMSIR Of Change. In most cases a leader who follows the developmental approach to change follows an AMSIR approach. In summary the AMSIR approach respects the following cycle. Stage 1: Awakening – There is a recognition by the leader that there is need to challenge the status quo. There is work to be had regarding the clarity of a new vision, mission, goals, values and action plans. A renewed organization rises to meet the changing conditions. Stage 2: Mobilization – There is back and forth movement towards the new direction. There is need to step back from moving ahead because not everyone is moving in the same direction. Those who want to hang on to the past want things as they were. Others want to move forward. This is usually a messy time but also allows time for creativity and experimentation. Slowly organizational structures begin to shift and there is varying degrees of acceptance and non-acceptance. There is a combination of people digging and moving forward. People are engaged in one way or the other. Often stress levels run high and it is incumbent upon the leader to manage the tensions. In my books I call this the muddled middle. Stage 3: Stabilization – After the shifting takes place a settling in or a settling down begins to take hold. While the mobilization stage is underway different rules and regulations start to find their way into a new order. New ways of work, coordination, integration begin to emerge and there is a slow process of freezing the reawakened organization. People begin to do things differently – a renewed culture finds its way into the organization. The leadership team and management initiate new control processes to stabilize the new order. Stage 4: Institutionalization – In this phase people become comfortable with the direction and want to keep it. The different way “we do things around here” is solidified. The new normal has arrived and people don’t want to change. Leaders and managers don’t want to rock the boat. They too are comfortable. They want to keep everyone pulling in the same direction – their direction. In time people begin going through the motions, there is less life, they are comfortable and creativity takes a back seat. If not careful, leaders and managers become blind to the forces of change sweeping other organizations. “It’s ok for them, they say, but not us.” The organization grows stagnant, frozen in time, protected and choked with bureaucracy. Monuments are built to honor the past. The organization loses its vitality and begins to wither and die. Stage 5: Resurgence and reawakening - Ah, but someone begins to recognize that the life of the organization is stagnant. Perhaps new blood is required. A change agent is needed. Either one with a Fast Agent Approach or a Developmental Approach depending on the overall requirements and openness of the leadership team and management. The cycle starts anew. In conclusion it may be time to take a look at your own organization and determine where you are in the cycle and if organizational change is required to meet new realities. Use the AMSIR Change Model to assess this. You will need to act if you are in the Institutional phase because you do not want to let opportunities pass you by or let your organization fall by the wayside. Many businesses that stretched back 100 to 150 years have failed in the past few years. People thought they would last for another 100 to 150 years. What happened? The leadership team didn’t fully appreciate that they were moribund and institutionalized. Do you want to be like them? Thank you for reading and remember, Stay safe, keep healthy and continue becoming the best version of yourself. Richard 
It’s easy for leaders when things are running smoothly. It can be fun, rewarding and downright amazing. In these situations the leader is rewarded handsomely and everyone – well almost everyone – appears content. But what happens when the leader is under fire, when things don’t seem to be going right and what was once seen as the ‘good times’ turn to the ‘bad times.’ This is when a leader needs some serious leadership skills to hold it all together. Skills like: 1. Grit: Grit is defined as courage, determination, and strength of character, but the final blend of those characteristics yield a quality that’s perhaps best summarized by one word: toughness. Good leaders hold the team together in tough times by staying committed and focused. But, they also know how to bend, to be flexible, and to change what needs to change to meet new contingencies. 2. Optimism: While grit mainly relates to the present, optimism is a component of leadership that looks to the future. A leader who has a positive view of the outcome is creating a mental framework for the team to pull through, because they foster the belief that something great is on the other side. Their sense of optimism about what is to come brings the team forward. 3. Pragmatism: While a leader needs grit and optimism, they also need to be practical, using intelligence and common sense to navigate their way through the given situation. Having rose colored glasses for the future is one thing but having them on as you look at the present can lead to costly mistakes. 4. Selflessness: When things go sour some leaders will try to save their own skin. This is not good as people see through the manipulative moves. The leader that is worth following does whatever is necessary to take corrective action without regard to self. Such a leader is more concerned with how to save the team and finds ways to resolve situations with the least amount of harm to the team and individuals within the team. 5. Resolution: Tough times beget rough times. During tough times people often begin to gripe, become unsettled, grumble, complain and thwart efforts to make things right. This tests the leader’s mettle. Here the leader must become resolute and even show ‘tough love’ towards those who are dragging the team down. This is not always easy but in the long run team members will be grateful. 6. Encouragement: A good leader encourages the team during a tough time to help them find the drive to make it through. Sometimes encouragement can be as simple as wandering around the group, patting some backs, and giving smiles or friendly words. This is the time for the leader to put into practice “seeing is believing” – if team members can experience encouragement then their mood is lightened and their mindset shifts from “can’t do” to “can do”. 7. Preparedness: A good leader never finds their team unexpectedly thrust into bad times without some prior preparation. A good leader understands risks and develops a plan to cover as many contingencies as possible and takes corrective action when things don’t go exactly the way they were hoping. 8. Courage: Fear can undermine the entire mission, whether it is on the battlefield, a sporting field, or the sales floor. A good leader has courage and inspires his team to weather the storm. A good leader faces fear and helps others to face theirs so that they can overcome the tough situation. Tough situations can occur at any time within business. It could come about because of an economic downturn, unrest due to a merger, shifting organizational priorities, organizational re-design and so on. These are times when the leader must step up and call upon the skill sets outlined in this article. It is a tall order but as I said at the beginning when things are running smoothly the leader’s role is easy, but when things turn difficult the leader must step through the barriers and provide the leadership that the teams needs to survive and thrive. Thank you for reading, and as always become the best you can be. Stay safe and keep well. Richard Fontanie  We all have the potential to become a leader, yet many fall short in developing their ability to become one or to reach beyond the status quo. There are a variety of reasons why this may be so ranging from not knowing what to do to sheer laziness in becoming the best that they can be as leader. If you want to develop your leadership abilities then the five points covered in this article may help you to overcome areas that may be holding you back. 1: Become a Follower. The heading of this topic may sound counterintuitive to you but consider this. There are potential leaders who view becoming a follower as something beneath them, whereas it is an essential quality for moving forward. There are few if any leaders in the world who have become one without the help and advice of other leaders. Excellent leaders have learned to be excellent followers in their development. Find yourself a mentor. Follow him or her around. Watch what they do and glean the positive elements of their actions. A leader-mentor is someone who has more experience than you, someone who you look up to and want to be like. Someone who shares your values, ethics and principles. A mentor will help you become focused and motivated; provide you with honest feedback; teaches you to problem solve and encourages your growth and development. You need not be ashamed to follow and be inspired by someone. You will learn much more than if you walk alone. It takes a bit of humility to follow someone, but if you don’t you will never have what is needed to guide others. Following a mentor also prepares you to become a mentor of other potential leaders. 2. Be A Continuous Learner. Make a point of nurturing a growth mindset. You can’t know everything, but you can become an expert in your field. And it is in this capacity that you will be trusted. Open your mind to not only learning the ‘hard technical skills’ in your area of expertise but also the ‘soft skills’ you will need to relate to others. Leadership is about engaging others to move forward, to follow a vision and to have others take action on a shared vision. In order to do that leaders need necessary soft skills to engage their followers. 3: Know your Values and Commit to them. Great leaders believe in firm positive values. Take the necessary time to uncover your values and then live and defend them. One of the major breakdowns among leaders is that they do not follow the values they preach. This is most unfortunate because followers become jaded, skeptical and seek to remove themselves as a follower. Here are five key values of successful leaders.
4. Become a Public Speaker One of the most stressful and difficult skills is to become a public speaker. Yet if you want to become a leader you must acquire the ability to speak in front of an audience. There is no doubt that public speaking can indeed be stressful, and even scary, but it’s a habit you have to get into. Public speaking can be learned through practice as many have witnessed, for instance:
5. Passionately Adhere to Your Vision Spend the necessary time in cultivating your vision – where you would like to be. Followers follow a leader with vision. It has been said that most people like to be led but they only follow leaders who are passionate about their vision. In the process of leading with passion be yourself rather than being like someone else. Let your authenticity shine through your actions and continually act with integrity. These five steps alone will not make you a leader, but if you master them you will be on your way to become one. A measure of a good leadership is the ability to influence, thus by following these five steps you will learn what it takes to influence others. Thank you for reading and as always take care, be safe and become the best version of yourself. Richard Fontanie Resource: Become A Leader: Find the Leader Within You. Type in “Leader” in the search bar on the Front Page at www.fontaniemagazine.com and you will find 94 references for leader and leadership.  Is book smarts or street smarts more important for a leader? This question merits some thought when considering the difference and significance of cognitive intelligence (IQ) and emotional intelligence (EQ).
The debate about what is more important IQ or EQ has raged ever since EQ entered the literature in the 1990s. The nub of the debate suggests that IQ measurements are too narrow and don’t cover the range of human intelligence. On the other hand many psychologists have pointed out that the ability to both understand and express emotions play an equal, if not more important role, in how people fare in life. Scores for an IQ tests are calculated by comparing those who take the test to the average scores of people in the same age group. One’s IQ represents such points as the ability to process visual and spatial understanding, knowledge about what is going on in the world, the flexibility or fluidity of reasoning, work one’s short and long term memory and reason quantitatively. It is usually administered to people of a younger age. EQ on the other hand refers to one’s ability to perceive, control, evaluate and express emotions. For instance its focus is on one’s ability to: identify self-emotions, assessing and perceiving how others feel, controlling one’s own emotions, communicating with emotion in social interactions, and overall relating to others in a healthy way. So which one is more important for leaders of organizations. IQ is still an important element of leadership success but so is EQ. The role of the leader is all about balancing the tension between EQ and IQ, and that balancing act will manifest itself in how well the organization is managed and led. Leaders with high emotional intelligence tend to work well with people and is a factor when business owners and boards of organizations look to select their leaders. What does this mean? Well chances are that leaders of an organization are the prime movers and shakers and not necessarily on the top of the IQ chart for the organization. It so happens that in many cases CEOs of organizations have IQs that are below the smartest people in their organizations. The real smart people are most often specialists. And that makes sense since specialists are often required to use high intellectual skills such as: quantitative analysis, intellectual and objective reasoning, problem solving and critical thinking skills. In other words specialists may be the leaders in their field but not necessarily strong leaders for their team or organization. What’s going on here? Success doesn’t just involve figuring out what to do or how to do it. Instead, a large part of organizational success relates to whether you can really lead and manage people who need to row in the same direction towards a common goal. The ability to steer the organizational ship requires dogged tenacity over an extended period of time with consistent messaging. In order to get everyone rowing in the same direction requires strong interpersonal communication skills when relating to both those inside and outside the organization. Interestingly enough, this skill set cannot be explained by IQ alone. This is where emotional intelligence comes in. Leaders need to be aware of their own feelings, understand the feelings of others and be able to communicate in such a way that all those in the organization pull in the same direction. This is how you can tell if leaders are able to motivate and inspire people around them to produce a continual flow of improved results. Unfortunately people with low emotional intelligence who are thrust into leadership positions often use fear, intimidation, or simple and often cheap rewards to persuade people. Eventually, followers get wise to this and the organization stagnates. may completely fall apart, or those within the organization become discouraged and leave. The ability to combine rational thinking (IQ) with emotional intelligence (EQ) and balance the tension between the two is fundamental to strong leadership capability. The leader not only needs to communicate the right thing, at the right time in order to produce the right results but needs to do so within the right context. That leader must also be able to plan out the consequences of the emotional signals coming from within and without the organization. In effect anyone aspiring to become a successful leader must understand the importance of emotional intelligence. This is not as hard as you might think. It is not complicated or rocket science, you just have to know what you are dealing with. Here is the deal though, people often think in habitual terms and respond accordingly. They become wired to respond emotionally in a certain way and so they struggle to achieve the results they want. They are not aware of their own emotions and how they impact others and they fail to understand how the feelings of others impact their own emotions. And so they often respond inappropriately. The good news is that those who want to develop their emotional intelligence can do so. Just as we can improve rational thinking and analytical capacity we can work on our ability to use our emotional intelligence as we relate with others. Thank you for reading and as always stay safe, be well and continue becoming the best version of yourself. Richard Fontanie This article is adapted from: Emotions and The EQ Advantage Stay tuned for a future article that will deal with how leaders can strengthen their EQ ability. Leadership is about inspiring, stimulating, and influencing others to have a more satisfying life through what we stand for, what we say, and what we do.
“Our chief want is someone who will inspire us to be what we know we could be.” Ralph Waldo Emerson Here are three secrets that will make you stand out as a leader. #1 Learn to Express Love Now this is something that we are not use to saying. One of my posts garnered several looks when I first published the word love as something that needs to be expressed in the workplace. The truth is you cannot influence others if they can’t relate to you or if they don’t like you. This is the number one rule in any relationship. If you want to develop a relationship love is at the root. Now we are not talking about romantic love here: we are referring to the love of your work, the love of serving or helping others, and the love of self, for unless we love self if is extremely difficult to love others. To lead others we need to connect with them. We have to show that we care for them as individuals and as a team. This means leaders have to be vulnerable and show that they trust their followers. If people feel safe with their leader it has to come from the heart. And often when we operate from the heart we feel vulnerable. Expressing the love of a leader means that you are extending yourself to others and they understand that those expressions come from a genuine place. They know, deep down, that the leader’s intention is to help them succeed in life and that he or she will be available to them in their time of need. “To handle yourself, use your head; to handle others, use your heart.” Eleanor Roosevelt #2. Excellence Leaders will have difficulty in influencing others if they are mediocre in what they do. Leaders need a vision to bring others to a place beyond the present. A leader may not have arrived at that place yet, but they know where they are going and can bring others to a new and exciting end. “Martin Luther King Jr got a C in public speaking, but that didn’t discourage him because he had dream.” Ljupka Cvetanova, the New Land. In their quest to bring people along they become role models. To be excellent is to do things where people say to themselves, “This man or women is great. I want to be like him or her.” This means that in order to excel leaders need to become the best versions of themselves. It is through the leader’s behavior that they are known and followed. To excel means to rise above the norm in work, family and with others. People of excellence are looked up to and followed. But this is not easy, in fact it can be one of the most challenging aspects for the leader. Why? Because this is self-growth and developmental work. A leader must work on him/herself to be the type of person people want to follow. #3. Support Excellence Strong leaders are not selfish. They want people to succeed in a way that gives them self-satisfaction. A satisfaction that enables them to give of themselves toward the end where the leader is taking them. In the process the leader is helping them grow and become the best that they can be. A leader does this through their mentorship with them. Love, the pursuit of excellence and supporting excellence in others are foundational to becoming not a good leader but a great leader. How would you rate yourself in these three areas on a scale of 1-10. And when you rate yourself make room for continued growth and development. It is rare that we have reached the top rung of the leadership ladder. If you want to learn more about leadership there are two resources in the Storefront, "Love Serves" and "Leader/Manager Masterclass." Just click the links opposite. You can also consider joining Fortis Membership where more you will find several more resources on Leadership and Management. “Remember people who have helped you along the way, and don’t forget to lift someone up.” Roy T. Bennett Thanks for reading and always remember Be Safe, Take Care, Stay Healthy and become the Best Version Of Yourself. Richard Fontanie |
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