 AI Generated Image Summary: Discover the five essential roles every effective leader must master—team player, decision-maker, visionary, delegator, and strategist. This expanded, conversational guide breaks down what each role looks like in real life and how leaders can strengthen their impact, confidence, and long-term success. “A leader is one who knows the way, goes the way, and shows the way.” —John C. Maxwell Leadership has a way of transforming how we view ourselves and navigate the world. For many, stepping into a leadership position feels exciting, empowering, and validating—almost like a dream finally coming true. But as you quickly realize, leadership isn’t just a title or a reward for past achievements. It’s a responsibility that requires growth, humility, and a continual willingness to learn. Some individuals might seem to be “born leaders,” but even they need training, exposure, and self-awareness to succeed. Natural confidence doesn’t automatically mean they know how to motivate a team, handle conflict, delegate effectively, or craft a compelling vision. Leadership, at its core, is both a skill set and a mindset—and both must be developed intentionally. Once you step into the role, that’s when the real work begins. People start observing you more closely. Some admire you. Some challenge you. Everyone has opinions, expectations, and hopes—many of them unrealistic. While you can’t please everyone, you can lead with clarity, character, and purpose. Here are five key roles every leader must adopt to steer their team—and themselves—toward success. 1. Be a Team Player One of the most overlooked qualities of strong leadership is the willingness to be a team player. Many people imagine leaders standing above others—but effective leadership often involves working alongside others instead. When a leader is ready to roll up their sleeves, collaborate, listen, and engage on equal footing, several powerful outcomes occur:
But being a team player doesn’t mean micromanaging or hovering. It’s about supporting your team, not suffocating them. Give people room to work, make decisions, and grow at their own pace. The goal is empowerment, not control. 2. Be a Decision-Maker One of the most challenging aspects of leadership is the duty to make decisions—especially difficult ones. You’ll encounter situations where the answer isn’t clear, where a team member isn’t performing well, or where quick action is needed despite limited information. Being a confident decision-maker includes:
Great leaders understand they don’t have all the answers. They make room for feedback, ideas, and discussion—and then they own the final decision. Your organization’s future often hinges on these moments. 3. Be a Visionary People don’t just follow leaders — they follow vision. As a leader, you need a clear sense of direction. Where are you headed? Why is it important? How will you reach there? Being a visionary means:
Visionary leaders don’t just react to what’s happening—they anticipate it. They see the bigger picture, connect the dots, and help others recognize what’s possible. This sense of clarity and purpose drives momentum and keeps people dedicated even when faced with challenges. 4. Be a Delegator Delegation is often misunderstood in leadership. Many leaders want tasks done their way, so they hold on to responsibilities longer than needed. This usually comes from perfectionism, fear of losing control, or the belief that it’s simply “easier to do it myself.” But refusing to delegate is one of the quickest ways to burn out both yourself and your team. Effective delegation means:
Delegation also demonstrates trust—and trust is one of the most powerful motivators a leader can provide. When people feel valued and capable, they rise to the challenge. When they’re stifled, they shut down. 5. Execute Strategy A leader with vision but lacking execution is simply a dreamer. Planning is crucial, but true leadership shows in how well you follow through. Executing strategy involves:
Don't wait until the end of a project to assess what’s working and what isn’t. Ongoing monitoring lets you make adjustments early, saving time, money, and frustration. Your team is watching to see if you deliver on your promises, and your credibility relies on consistent execution. Bringing It All Together Leadership isn’t about perfection — it’s about growth. It's about learning to balance collaboration with authority, heart with strategy, and vision with execution. When you embrace these five roles, you create an environment where people feel supported, inspired, and eager to contribute. At the end of the day, leadership is less about the power you possess and more about the responsibility you take on. When you lead effectively, you not only influence your team or organization—you also transform yourself. Thank you for reading, Richard By seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you:
Further Resources Available to you:
Note: Script and Image A.I. Assisted and modified
0 Comments
 AI Generated Image Summary: Learn how to scale ideas from a leadership perspective by turning creative concepts into sustainable systems for growth. This article reveals five essential strategies for leaders and entrepreneurs to expand innovation, build momentum, and create lasting impact.
Every big idea starts small — but scaling it takes vision, courage, and leadership. According to a 2023 McKinsey & Company study, only 22% of new business ideas successfully scale beyond their pilot phase. (1) The rest stall not because they lack potential, but because they lack leadership direction and systems for growth. As author and business strategist Simon Sinek (2) reminds us, “Leadership is not about being in charge. It’s about taking care of those in your charge.” When leaders focus on nurturing ideas — and the people behind them — they transform creative sparks into engines of innovation. 1. Why Scaling Ideas Is Essential for Leadership Growth Scaling ideas is not just about expanding a concept — it’s about cultivating a mindset of continuous improvement and adaptability. Great leaders understand that innovation fuels progress, and scaling ensures sustainability. Without scalability, even the most brilliant ideas fade under the weight of operational bottlenecks or a lack of follow-through. From a leadership perspective, scaling involves creating frameworks that foster innovation beyond just one department, project, or individual. It’s how organizations — and even small teams — progress from inspiration to impact. Leaders who excel at this not only expand their businesses but also inspire others to think boldly and act intentionally. 2. The Leadership Process: From Vision to Execution Scaling begins with vision — a clear understanding of why the idea matters and who it benefits. Leaders must first clearly state the idea's purpose to foster alignment. This is where storytelling intersects with strategy. Once the “why” is clear, defining the “how” becomes simpler. A proven leadership process includes:
The leader’s role is to set the tone—providing clarity, resources, and consistent feedback—while giving others the freedom to innovate. 3. Turning Challenges into Catalysts Every scaling effort faces resistance — from resource limitations to cultural pushback. Strong leaders view these challenges as opportunities for growth rather than obstacles. They promote psychological safety within their teams, where experimentation and learning from failure are encouraged. In today’s digital-first world, agility and resilience are essential. Leaders need to stay adaptable, ready to pivot when market conditions change or new opportunities emerge. As Harvard Business Review notes, “Adaptive leadership is about the ability to mobilize people to tackle tough challenges and thrive.”(3) This adaptability turns potential obstacles into valuable learning opportunities, fostering a culture where innovation flourishes. 4. Systems Thinking: The Backbone of Scaling Scaling requires systems—not just enthusiasm. Systems thinking helps leaders see the organization as a connected ecosystem instead of separate silos. When leaders align processes, technology, and people around a common purpose, scaling becomes a structured and sustainable process. This includes:
Leaders who incorporate systems thinking into their culture build scalable structures that can adapt and grow without sacrificing agility or creativity. 5. Launching and Sustaining the Scaled Idea Launching a scaled idea requires momentum — but maintaining it requires consistency. Successful leaders develop scalable frameworks that keep clarity as the organization expands. They repeatedly communicate the purpose behind the idea, making sure every team member understands how their work contributes to the larger goal. Three key strategies to sustain momentum include:
Scaling is never a one-time event. It’s a living process of refinement, driven by leadership vision and a culture of shared ownership. Applications for At-Home Entrepreneurs Scaling isn’t just for big organizations — it’s just as important for solopreneurs and home-based business owners. The key is to think like a leader, even if you’re leading yourself. For at-home entrepreneurs:
Basically, growing from home starts with thinking ahead — imagining how your idea could connect with more people, more effectively, without losing your genuine touch. Conclusion and Call to Action Scaling ideas from a leadership perspective is about more than just business growth — it’s about creating a legacy. It’s how vision transforms into value, and inspiration turns into impact. Leaders who see scalability as a discipline — not merely a phase — position themselves to drive change, empower others, and build something enduring. So, take that idea you’ve been nurturing and ask: What would it take to make this bigger, stronger, and more sustainable? Then lead — one intentional step at a time. Thank you for reading, Richard Sources
 AI Generated Summary: When you lead by example, you establish credibility, trust, and alignment within your team. This article explores five key steps for demonstrating leadership in the workplace and shows how to apply them, whether you’re in a corporate role or a solo entrepreneur working from home.
“Employees who felt that their leaders treated them with respect were 63 % more satisfied with their jobs, 55 % more engaged, and twice as likely to stay.” (1) As the saying goes, “People may doubt what you say, but they will believe what you do.” Modeling leadership—not just commanding it—is one of the most powerful yet underrated ways to influence culture, engagement, and performance. In a world where words often sound empty without action, the behaviors you consistently demonstrate as a leader resonate far more than your directives or speeches. If your team sees you living the values you preach (or failing to), they’ll follow that example—whether consciously or unconsciously. In this article, we’ll explore why modeling leadership is important, walk through a practical process, unpack how to launch your own modeling strategy, and show how even at-home entrepreneurs can apply it in their context. 5 Essential Points on Modeling Leadership 1. Why Modeling Leadership Is Essential
2. The Process: What It Takes to Model Leadership Well To model leadership intentionally, consider a four-phase process:
This process is closely tied to leadership theory models such as the “Three Levels of Leadership” (public, private, and personal presence) (2). Your private one-on-one interactions (how you treat individuals), your public modeling (how you behave in meetings and communications), and your internal grounding (self-awareness and beliefs) must all align. 3. How to Launch Your Own Modeling Strategy Here’s a practical six-step launch plan:
Over time, consistency fosters trust—and influence grows. The more people see you “walking the talk,” the more your words carry weight. 4. Why Modeling Leadership Is Hard — and How to Sustain It It’s one thing to intend behavior; it’s another to sustain it day in, day out. Obstacles often include:
To sustain modeling:
5. Applications for At-Home Entrepreneurs Just because your “team” may be very small, it doesn’t mean that modeling leadership isn’t important. For solo or small-team entrepreneurs working from home:
Even when your “team” consists of just you and maybe one or two collaborators, your modeled leadership influences how your work is viewed, how your relationships develop, and whether your operations expand smoothly. Conclusion & Call to Action Modeling leadership isn’t a luxury or an optional extra — it’s essential for influence, trust, and sustainable growth. When your actions consistently mirror your core values, your words carry more weight, your culture becomes stronger, and your leadership legacy naturally begins to spread. Here’s your quick call to action: pick one behavior (e.g., “pause and ask questions before deciding,” or “own my mistake publicly”) and commit to practicing it visibly this week. Announce it to someone (your team, a peer, your spouse). At the end of the week, journal or reflect: what did you notice in yourself? What shifted in others? Thank you for reading, Richard SourcesBy seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you: Podcasts available at 8 AM Central Time on:
Further Resources Available to you:
Note: Script and Image A.I. Assisted  Summary: Leaders aren’t defined by the absence of challenges but by how they overcome them. This article examines four key strategies leaders can employ to overcome obstacles, with practical applications for entrepreneurs operating from home.
“Smooth seas do not make skillful sailors.” This old African proverb rings especially true for leadership today. According to a McKinsey Global Survey, 77% of business leaders say they face more frequent and intense obstacles now than they did just five years ago (McKinsey & Company, 2022). John Maxwell once said, “The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” Great leaders aren’t defined by the absence of challenges but by their ability to navigate them with clarity, resilience, and courage. Why This Topic Is Essential Obstacles are not just inconveniences; they are defining moments in a leader’s journey. Challenges test vision, strengthen character, and influence how teams view and follow their leader. During a crisis, employees don’t just seek answers—they seek stability, courage, and trust. For entrepreneurs, business leaders, or home-based innovators, learning how to overcome obstacles is essential for moving forward with confidence and purpose. Leaders who welcome challenges see them as opportunities for innovation and growth instead of dead ends. Four Essential Points for Overcoming Obstacles 1. Shift Your Mindset from Problems to Possibilities The first step is rethinking obstacles. A setback can either stop you or push you toward creative problem-solving. Leaders who focus on possibilities ask, “What can I learn here?” or “How can this situation spark innovation?” Instead of being overwhelmed by the barrier, they look for the hidden opportunity inside it. This shift isn’t blind optimism—it’s strategic resilience that turns roadblocks into opportunities for growth. 2. Build Resilient Processes and Teams No leader succeeds alone. Overcoming obstacles requires creating resilient systems and providing your team with the tools to adapt. Practices like scenario planning, crisis drills, and clear communication channels help reduce chaos when problems occur. More importantly, leaders foster psychological safety so team members feel confident sharing ideas or concerns. A resilient team doesn’t fall apart under pressure; it rallies, innovates, and becomes stronger. 3. Leverage Resources and Networks Wisely Leaders who overcome challenges don’t go it alone. They tap into networks, mentors, and strategic partnerships. Harvard Business Review notes that leaders who actively cultivate external networks solve problems 50% faster than those who don’t (HBR, 2021). The process is about humility—admitting you don’t have all the answers—and wisdom—seeking insights from those who have walked the path before you. Whether it’s joining a mastermind group, reaching out to industry experts, or leaning on trusted advisors, resourcefulness boosts resilience. 4. Act Decisively and Learn Relentlessly Obstacles require action. Leaders can’t afford to get stuck in analysis paralysis. Instead, they make well-informed decisions, understanding that agility outweighs perfection. The key is to take action, evaluate results, and adapt swiftly. Great leaders also review after challenges, asking: “What did we learn? How do we prevent this from happening again? How can we apply this to future challenges?” Moving forward from obstacles involves integrating those lessons into culture, strategy, and daily operations. Applications for At-Home Entrepreneurs For those running businesses from home, obstacles can feel isolating. Limited resources, time constraints, and balancing family responsibilities all add to the challenge. But the principles remain the same:
At-home entrepreneurs can leverage their agility. Unlike large corporations, they can pivot quickly, test new strategies, and experiment without the bureaucracy. Obstacles become steppingstones for growth when approached with a leader’s mindset. Conclusion and Call to Action Obstacles are not the enemy of leadership—they are the very terrain where leadership is tested. Leaders who overcome challenges do so by changing mindsets, building resilience, connecting with networks, and acting decisively with a willingness to learn. Whether you’re guiding a team of hundreds or running your business from your living room, the principles stay the same: obstacles are opportunities waiting to be discovered. So, the next time you face a challenge, don’t hesitate. Step up. Adjust the sails. Show your team, your business, and yourself what true leadership looks like in action. Call to Action: Think about one obstacle you’re facing right now. Write down one opportunity it could create, one resource you could use, and one bold step you could take today. Then, move forward. Thank you for reading, Richard Image: From Pixabay and could be an AI image. By seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you:
Further Resources Available to you:
 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.  If you were to build a house, you would begin with a blueprint. This blueprint proves useful because it contains more than directions on how to build a house. It also describes the finished house. So, what does this have to do with leadership? Recently a colleague of mine asked an audience of leaders to tell him the characteristics of an ideal leader. Their answers were (in the order collected): A good listener, enthusiasm, passion, shows appreciation, a visionary, role model, trusting, integrity, organized, knowledgeable, credibility, persuasive, charisma, team building, clarity of purpose, problem solver, attitude of service, leads by example, patience, willing to act without complete knowledge, understands followers, consistent, empowers other people, and adapts to change. I'll add that this is essentially the same list that I received from other audiences when I asked this question. From this comes some useful insight.
Actually, applying these characteristics requires more strength than not.
And that's interesting because many popular representations of leadership emphasize at least one of these "hard" characteristics. In fact, these characteristics are the refuge of those who lack the strength (or the skills) to apply the human side of leadership.
Would they list characteristics from the "soft" list or from the "hard" list? Could you become more effective by improving upon any of the "soft" characteristics? And how about the other leaders in your organization? Do they truly maximize human potential? People want leaders who treat them with genuine compassion, courtesy, and respect. They want leaders who help them become more successful. They want leaders who inspire them with a vision for a better world and show them how to go there. See also my articles on A Manager's "Soft Stuff" Is Their "Hard Stuff." and under the tab Leadership Qualities on the side bar Thank you for reading, Richard P. Fontanie (From a soon to be released e-book – How To Become An Influential Leader)  A note before reading. Shadows can reflect both positive and negative aspects of leadership. Shadows used in this article reflect the darker or negative side found in LeaderManager behaviour. In the article Workplace Culture I explored how the Shadow in the workplace affects workers and in Wellbeing under Spiritual Discoveries I linked the concept with our inner selves. This article explores the role of the leader or leadership team in removing the shadow. LeaderManagers need courage to bring the shadow out into the open and give people reason to hope, but that hope needs to become reality for the shadow to be lifted. When LeaderManagers bring the shadow to light they cut through the stereotypes, biases, myths and tensions found within a given community or society. In the process they promote change, and that change often has repercussions. From a socio-political perspective we see examples of the difficulty in speaking the ‘truth’ and the upheaval it generates. Take for example, the reactions Martin Luther King experienced in bringing the shadow of racism to the fore, or Mahatma Gandhi in freeing India from British rule, or Nelson Mandela in loosing the chains of apartheid in South Africa, or Agnes Macphail, the first woman elected to the Canadian Parliament, or Rosa Parks, who moved from the back of the bus to the front of the bus, or currently Pope Francis who has embarked on a renewal within the Vatican. Consider also that these men and women of courage achieved or are achieving societal or institutional change through peaceful means. However, most LeaderManagers are not societal change agents – they are the necessary force that guide change within the workplace or within local community organizations and institutions. They too need courage to speak the truth. What do these people do to lighten the darkness? Champion a new or renewed vision and engage workers and communities in the process. Often workers are kept in the dark as to where the organization is going and are just expected to do and not question. It’s like the manager of one organization I worked for who said, “It is not for us to question why. It’s for us to do and die.” A harsh statement if there ever was one. Needless to say workers in that organization were unhappy, disengaged and looked for a way out of the organization. A clearly stated vision engages workers around a sense of purpose with which they can align their own sense of purpose. When one’s sense of purpose is aligned with the organization, commitment, engagement and loyalty follow. Redesign structures which encourage collaboration and cooperation. Highly bureaucratic structures reflect stultified silos which are not conducive to people working effectively across boundaries. This came to my attention once again when I heard, “l don’t care what you say, I report to another VP.” Structures that encourage collaboration and cooperation are flat where employees understand their boundaries and where the boundaries don’t bind them in effectively working with others. Employees of flat organizations don’t hide within the silos they know that the vision of the organization can only be achieved by people working together for the benefit of the whole. Make processes fluid and open. In line with collapsed silos these LeaderManagers work at developing more open and fluid processes. Processes can either cause “red tape,” or encourage “green tape.” Rigid organizations usually have too much “red tape” which inhibit workers from effectively doing their job. “Red tape” occurs when the leadership team reacts to one-off or exceptional situations with new rules and regulations which in effect slows down the whole of the organization. It’s like one grain of sand in the inner workings of a time piece. The small grain slows the whole mechanism and on occasion even causes it to stop. The time piece works well when nothing gets in the way of the wheels of motion. So too organizations will work well and move forward when their processes are fluid allowing people to get on with their work. Open doors to a set of positive values. Such values could include compassion, joy and honesty. A compassionate workplace gives new meaning to work; a joyful workplace makes it a fun place to work; and an honest workplace opens the door for greater justice, trust and cooperation. Organizations have values whether they are stated or not. People who are sensitive to the vibes of an organization can feel its values. Now add to the mix the behaviour workers exhibit. They will reflect what the organization believes to be of value. The darker shadow always reflects negative values, the light always reflects positive values. Positive values are those that move an organization forward. These are the values that LeaderManagers must champion as they help organizations move out of the shadow. Find solutions to problems, not bigger problems. Problems always have a cause and an effect. Strong LeaderManagers go to the cause of the problem and find ways to solve it. In the process they don’t create bigger problems than the one they are attempting to solve. A concrete example of this occurred in a correctional centre where a problem occurred on the food serving line. About a month prior to the occurrence a certain food type was served that caused severe diarrhea among the inmates. They were promised that that food type would not be served again by the Director of Custody. Unfortunately he didn’t tell the cooks his promise. You guessed it. A month later the food type was on the menu. The inmates went on a sit-down strike. The custodial staff wanted to go into the cell block with clubs and shields, but the LeaderManager found a peaceful and more lasting solution. He sat down with the leaders of the inmate community and sorted out a solution that included bringing them into the kitchen and showing them what was available. The solution, extra baloney sandwiches. The problem was solved without causing a bigger problem. LeaderManagers find solutions without creating bigger shadows. Thank you for reading, Richard P. Fontanie Sherry Knight, my friend from Dimension 11 writes some advice for those thinking of moving up and taking a leadership role. She references Saskatchewan but the message may be applied you no matter where you live.
There are some things to consider when you are looking for your own future success. One of the most important is to recognize your own strengths and those areas where you want to be better than you already are. Sometimes when things go wrong you need to remind yourself that challenges can be fixed and you can fix the problem if you have the skills or you can find someone who can. Success is in your hands:
Know you can do it, do everything you can to make yourself a valuable part of your organization. Success is in your hands. From Knight Views. A Dimension 11 Publication. Find it here. Printed with permission. One of the great thought leader's of the past 50 years was Warren Bennis (d July 31, 2014). He wrote tirelessly on the topic of leadership. He was a sought after speaker, academic and coach. His book, "Leaders", coauthored by Burt Nanus and his classic "On Becoming a Leader" remain go-to literature on developing leadership strategies and building internal capacity for leadership. One of his early books "Changing Organizations" was instrumental in my initial understanding of organizational culture and change. His work on leadership was seminal in bringing the topic of leadership to the forefront. His clear and forthright writings helped me understand the relationship and balance between leadership and management and how I had both leadership and management responsibilities in the positions that I held. According to an article by Julie Kirby ( Harvard Blog Post), Bennis was thinking of writing another book which he would have called "Grace." He pointed out that he was not a particularly religious person, but that this word is very powerful. The book would deal with such issues as generosity, respect, redemption and sacrifices. He was quoted as saying: "All of which sound vaguely spiritual, but all of which I think are going to be required for leadership." And, I would say "not going to" but "are required for leadership, today." Powerful indeed! What a wonderful concept "Grace and Leadership." I think if we want to understand the meaning of the two we will need to go deep within ourselves - to reach a level of consciousness which goes beyond our egotistical self and gets to the core of who we are as a leader - or better, as a person with leadership qualities. We will need to touch our soul so to speak, and in so doing be graced with a transcendence beyond ourselves. This suggests placing our active mind at rest and spending more time in contemplation and meditation. To be sure, grace-filled leaders will experience internal struggles, maybe even darkness, and hardship. They may be misunderstood, maligned and viewed by some as too soft. They will be tested but being grace-filled their resolve will be strengthened to do the right thing for themselves and others. Yes, this does bring leadership into the realm of the spiritual world. From my vantage point it means transcending anything negative and focusing on that which is good and worthy. It's based on the principles of: 1) abundance and positiveness (relying on our innate nature to do good), 2) transcendence of self ( moving to a higher level of purpose with humility), and 3) personal discovery (finding a new way to bring the first two to fruition). The influence of grace-filled leaders will transform toxic and sick workplaces and communities to healthy and vibrant ones. In practical terms this suggests they will rally those around them to forge cultures- whether within or without their organizations - that exhibit compassion, justice, fairness, forgiveness, generosity, respectfulness, and integrity. To do this, however, they too will need to be perceived as compassionate, just, fair, forgiving, respectful, generous and one acting with integrity. And, their power will come from humble and selfless service rather than arrogant and egotistical behavior. My sense is that our troubled world and places of businesses need the wisdom and healing action of grace-filled leaders today. Fortunately we have proof of grace-filled leaders who can serve as role models for us. Think of Nelson Mandela and Bishop Tutu who promoted reconciliation rather than revenge, Gandhi and Martin Luther King who transformed countries through peaceful protest, and Pope Paul II who opened the doors for a free Poland through integrity and faith based discipline, and Paul Farmer, "an anthropologist and physician who is best know for his humanitarian work providing suitable health care to rural and under-resourced areas in developing countries" . Think of the countless community leaders who bring hope to the downtrodden, health to the underprivileged, and compassion to the homeless. Think of company leaders who promote ethical business practices, hold people to high standards and values and who contribute to the welfare of communities. Think of the artist leaders who share their talents, gifts and wealth. And think of parent leaders who teach their children to give rather than receive, to love rather than hate, to play to enjoy rather than to play to win at any cost. Grace-filled leaders are all around us and we can become one of them. I wish Warren Bennis lived long enough to write his book, I'm sure it would have been another classic. "Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult." Warren Bennis on "Becoming a Leader.' One of the advantages of working with many owners of small businesses is that I have the opportunity to compare the stronger ones with the weaker ones. By watching how they perform I can validate the importance of strong leadership and management practices. The way owners lead and manage successful businesses compared to those who struggle is often stark. The following is an example of the leadership and management practices of an owner of a successful business.
I met Terry over 20 years ago by way of referral from a business associate. He presently owns two automotive dealerships in a community with a population of less than 20,000 and serves a trading area of over 1400 square miles serving more than 150,000 people. His approach to leadership and management has developed over the years. Here's what I found about "Terry's Way." Strategic Planning: Terry involves his key people in planning and keeps control over the outcome. He spends time ensuring his business plan is current and uses it to keep his business on a growth trajectory. He has a measured approach to development and change and a clear understanding of his marketplace realities. Management Team: Terry surrounds himself with a strong management team who have well defined roles and responsibilities. He grew his team from within, and when talent and strength were lacking he attracted members from the wider community. Meetings: He holds regular management meetings. The meetings have agendas. Minutes, and decisions are recorded and are followed up after the meeting. Policy issues are discussed and the over-all activity of the company is monitored against the business plan. He holds general "State of the Business" sessions with his employees and ensures their concerns are heard first hand. He also makes sure his employees interact socially and encourages times for individual and business celebrations. Delegation: Terry has no trouble delegating important matters to his management team. He allows employees to make mistakes as long as they learn from them. When he delegates he doesn't interfere with how they carry out the action. Hiring: Job descriptions are well defined and employees are hired based on those job description requirements. Terry's main concern is that there is a proper fit between the person and the position. If there isn't a fit, he has no trouble moving the person to a better fit within the organization, or moving the person out where a more suitable fit may be found. Learning: Terry regularly reads business related books and articles. His books find their way to an in-house library of current business literature; and, he encourages employees to borrow them. He holds regular technical and people skill training sessions. He understands that the core of his business is all about promoting positive relationships and everyone within the organization needs to continually improve those skills. There are no exceptions including himself. He attends training sessions not only to sharpen his own skills but also to be a role model for ongoing learning. An important by-product of his attending training is, as he states: "to find ways to reinforce the training during the months following the training." He asks himself and others how training fits within the vision and values of his company and what results he should expect. Customers: Terry knows that customers come first in his business. Without them, he has no business. He has a "make it easy for the customer," mantra that permeates the business culture. One of my consulting firm's first interventions with Terry was to help him understand how his customers viewed his business and service. We did this through a series of customer focus groups. Terry and his key managers attended those sessions. To this day, Terry continues to glean feedback from his customers through a formal follow-up process and by meeting with them first hand. It's not that he doesn't receive "customer service complaints" but it is his approach to those complaints that is important. He sees them as an opportunity to "do better," and as he says, "we're here to fix what isn't working and make it right." Technology and Systems: The auto industry has experienced tremendous technological advances since the 1980s, and Terry's Service Department has kept pace with the challenge. But technology has not only affected the way cars and trucks work, it also has impacted the way business systems and processes work. He has developed an improved automated Customer Relations Management system and a more effective use of Microsoft Outlook through the Priority Working Sm@rt program. Terry sees the importance of keeping current with changes in technology hardware and the software that goes along with it. Terry is first to admit that his business doesn't always run like clockwork, in fact he is sure it never has. No business does. They all have emerging people or technical issues in search of solutions. What's important is that Terry is open to learning, and change and does what is necessary to "fix" the problems as they arise, and does what he can to prevent them from occurring in the first place. By now you get a sense that Terry is a successful business owner and a leader-manager. His business has grown over the years, kept pace with changes, and developed a loyal customer and employee base. He has improved business systems and processes through a continued learning and application. He has kept his employees current with best practice technological and people skills. He is an authentic, unassuming, and supportive leader who is well respected within his company and throughout his community. He, with the support of his employees, has received numerous industry and community awards and citations. This is one example of proof that strong leadership and management works. Questions to Ponder: How well do you lead and manage? Do you have a business plan? Do you work the plan? Does your management team show both leadership and management qualities? Do you hire the right people? Have you encouraged a culture of learning, respect and growth? Do you know what your customers say about your business? How do you know? Is your technology current? Are your systems and processes effective? How do you know? The right answers to these questions will put your business on the road to success. They are worth exploring, begin seeking the answers today. Up-dated from the Archives of Fontanie Learning Solutions. |
Categories
All
Archives
December 2025
LeaderManager Master Class
|
RSS Feed
Photo from CityofStPete