High performance as a Leader depends on two things: first, your state of mind, i.e. what you are thinking and feeling about your role and second, whether you take determined action. Your state of mind – your Clarity – is the most important foundation of the two because it will influence both what actions you choose, and whether you follow through. This is true of performance in all sectors – though most people only recognise the importance of state of mind for elite athletes. You have reached a leadership role: it is a given that you are highly trained and competent – but the good judgement and the determination to succeed that make the critical difference come from a clear head. Helping Leaders find their Clarity is what we do.
Let’s look further at the foundations with 3 questions about critical actions.
Q1: ‘Are you behaving like a freelancer or an entrepreneur in the way you do things? *
We come to position of leadership from individual success in a professional role [like a successful freelancer], with varying levels of specific leadership/ management training. New leaders commonly take on the new responsibility alongside this previous identity but need to recognise that they are now an entrepreneur, who needs to think differently. So, be honest: have you made the mindset shift from being the only agent of your success to recognising that your success is determined by how well you run the team or department? Do you know how you will get others to do what has to be done? Have you stopped trying to be the key player, become the leader and got out of everyone’s way? A well-run team should visibly accomplish many times more than what you can alone.
Q2: Do you spend time working on your business rather than in your business?’**
This follows on from Q1 and is the reality check on your shift to Leadership/ Entrepreneurship. I was thinking of asking ‘Do you spend enough time’ but our experience shows that this is an all or none phenomenon. The people who don’t get how critical it is, just don’t do it, they plough on with the ‘urgent’ [but not necessarily important] day to day stuff as they did as a ‘freelancer’. Leaders who ‘get it’ will prioritise the time to make decisions and help others perform well. Essentially this is sitting and thinking time, planning, looking at process and considering how to get the best out the human resource you have. You need quiet space and a blank page in front of you to record your conclusions. Then you should book structured time with your people, explaining what you want and agreeing with them how they will achieve it, for you.
Q3: ‘Do you know where you are going [and have you told everyone else]?’
We are not in favour of elaborate goal or strategy setting approaches but deciding a rough direction of travel for the medium term [a year or so] is a primary part of your role. In great organisations, this is achieved by a cocreation between the Leader and his highly skilled, highly paid, team; not just on the whim of one person.
If you would like some Clarity, email me – nick@gholdenphish.com – .
We can support you with any or all of the above Q’s, with your personal Leadership Development or help you grow a new leader from a promising employee.
* This Q was asked in this way, recently by Seth Godin [see his blog].
** This classic Q from many years ago is from Michael Gerber [The E-Myth revisited].
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