…than we are willing to risk giving.”
One of the components of reflecting on how successful a business cycle has been (in this case, a year), I always go back to my Vision and validate how I lived the Vision throughout the year. I review how we helped “Make Leadership a Way of Life” for our clients. It occurred to me, in every case, some level of risk was involved. Whether it is the risk of change, the risk of being wrong or the risk of being right, risk is an essential part of effective lifelong leadership.
The journey to successful lifelong leadership begins, like any other journey, with a sense of where you are right now. At this time of year, many organizations and individuals are doing just that. The trick is to realistically assess your performance, your strengths and weaknesses and your current capabilities as well as those of your competitors. Realistic is not necessarily conservative or leading edge. It can be those extremes or anything in between. The key is that it be based on real knowledge of the markets, industries and organizational capabilities such that the strategy truly minimizes risk and optimizes success.
Successful lifelong leadership is developed through continuous and measurable performance. While clearly activities are the stepping-stones of achieving desired results, lifelong leaders know they are merely the means to the end. Leaders who can paint a vivid picture of what the desired performance looks like in the next several business cycles have a much greater chance for success for their organizations and themselves. Ask yourself – “What will I be doing, saying, writing about this time next year? What are my clients saying about me and what are they posting on social media sites about our business?”
Lastly, being a successful lifelong leader involves change. Embracing change is inherently risky by definition, yet it is what every lifelong leader MUST do as a matter of course. In a global economy where technology and cultural influences keep the landscape in a constant state of flux, being a leader in such an environment is risky. As the late great UCLA basketball coach John Wooden said, “Failure is not fatal, but failure to change might be.” The question becomes less of “Is this decision risky?” to “How risky is this decision?” Being a successful lifelong leader entails making crucial decisions without the benefit of all the necessary information. It means being comfortable with the possibility that a very risky decision may be the best decision under the circumstances.
The answer to mitigating risk in each of the three scenarios above begins with a Vision of a future both organizationally and personally. A Vision will help frame what being Realistic means, what level of Performance is required and how much Change is necessary to realize the Vision. As you create or revise your Vision for 2012, how much are you willing to risk giving over the long run?
Lead Well!