What are you for?
Ask someone what they believe in and you’ll likely hear the opposite. Same is true when you ask a team about their project’s successes: they can tell you quickly the issues and drama. Perhaps the positive isn’t as alluring or sexy as the trouble and toil.
When it comes to your leadership style, knowing what you don’t believe in or what you don’t like isn’t good enough. Not in our noisy world where distractions are plentiful.
We need leaders to rise above the fray and know what they are for.
The clarity and confidence from a leader’s belief in how to support people, what they expect from them, their talents and weaknesses, and consistency in their approach to work is foundational in these highly ambiguous times.
In these times replacing the “don’t likes” with “what I stand for” not only helps get great work done, but attracts great minds to do significant, meaningful work together.
This is how you and your company stay ahead of the competition. This is how you carve out a place in the talent market for yourself.
Photo courtesy of Kirsty Hall