There are many attributes that define who and what quintessential leaders are – and what sets them apart from everyone else – but these seven are always present, no matter what. (more…)
Archive for the ‘Quintessential Leadership’ Category
Seven Attributes That Define Who and What Quintessential Leaders Are
Posted: September 3, 2013 in General Things about Quintessential Leadership, Qualities of a Quintessential Leader, Quintessential Leadership, Quintessential Leadership is an Art, Team Building & DevelopmentTags: admit failures, apologize, attributes of leadership, Building Trust and Being Trustworthy, make amends, quintessential leader, quintessential leadership in action, right wrongs
How the Lack or Misuse of Performance Management Systems Ultimately Causes Organizations to Fail
Posted: August 28, 2013 in Examples and Analyses of Lack of Leadership and Unquintessential Leadership, Performance Evaluations That Work, Performance Management System, Quintessential Leadership, Team Building & DevelopmentTags: performance analysis, performance development, performance evaluation, performance evaluation as a process not an event, performance improvement, performance management system, performance planning, performance review
One of the hallmark signs of unquintessential leadership in an organization is the lack or misuse of performance management systems. Today’s post will talk about both scenarios and how they destroy individual performance and morale, team performance and morale, organizational performance and morale, and customer – the reason organizations are in business to begin with – trust and loyalty.
What is a performance management system? If designed and used properly, it is the single best tool an organization has to ensure increased commitment, productivity, and success within the organization as well as increased customer trust, loyalty, and growth. Performance management systems require buy-in, continuous effort, accountability, and consequences for everyone involved in the process. (more…)
Overcoming the Seduction of Charisma
Posted: August 28, 2013 in Examples and Analyses of Lack of Leadership and Unquintessential Leadership, Examples and Analyses of Quintessential Leadership, Qualities of a Quintessential Leader, Quintessential LeadershipTags: charisma, creating followers, creating leaders, Leadership, quintessential leadership
This is a good post on quintessential leadership.
What it is. What it isn’t.
The best quote: “Charismatic leaders create followers. Great leaders create leaders.”
Charismatic leaders are bigger than life. You aren’t one of them.
Very few leaders move people through charisma, personality, and up front skills. It’s not likely you have enough charisma to lead through charisma.
Successful leadership doesn’t require charisma.
Weak people want leaders to be bigger, brighter, and prettier than they are. But, everyone’s a mess somewhere. Those who’ve arrived haven’t! Drop the façade. Everyone’s on a journey.
Charismatic leaders create followers.
Great leaders create leaders.
Hypocrites say leadership is about others and then say look at me.
Do you enjoy someone:
- Looking over your shoulder?
- Telling you what to do?
- Rushing to fix?
How do you like it when someone “helps” you? I hope you hate it! Potential leaders hate it too.
If they don’t hate being helped, you’ve trained them to be helpless monkeys looking for bananas from their zookeeper.
Create leaders by asking questions like:
- What are…
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The Problem of Potential Problems
Posted: August 20, 2013 in Myths and Misconceptions About Management, Qualities of a Quintessential Leader, Quintessential Leadership, Quintessential Leadership is an Art, Team Building & DevelopmentTags: alarmists, collaboration, communication, dealing with potential problems, dealing with real problems, Leadership, problem-solving, quintessential leader, team building, team work
This is an excellent quintessential leadership post by Dan Rockwell. Alarmists tell everybody all the time all the things that could, that might, that possibly go wrong and they expect everybody, including those of us in leadership positions, to address and focus on these potential problems (which, by the way, seldom materialize at all, or in the rare cases, they do, not at all the way the alarmists envisioned them) instead of the real problems, issues, and projects at hand.
My way of addressing this alarmist syndrome on my teams is to tell them at the outset not to bring a problem – real or potential – to me without bringing me a solution as well. And “Do you have a solution?” was always the question I asked as soon as I heard either “We have a problem…” or “We might have a problem…” If the answer I got was “No,” then I reminded the person that they had a part in the process of solving real or potential problems and they hadn’t done their part, so we wouldn’t discuss until they had.
Potential problems, interestingly, almost never came back to me. Real problems did, but so did some really innovative solutions, which was win-win for everyone.
Alarmists are irritating. They push the panic button at the first hint of smoke. They see what might go wrong and yell fire. While you’re dealing with “real” issues, they’re dealing with things that might happen.
Reject the temptation to ignore “alarmists.” All problems were potential once. The land of leadership is the land of not yet and could be. That includes potential problems. Leaders consumed with current issues aren’t leading.
Four inadequate responses to “alarmists:”
- Agree. Issues are often over or misstated.
- Answer. Don’t give answers. Your answer suggests more potential problems to an alarmist.
- Minimize. Alarmists become more alarmed if you don’t make them feel heard.
- Ignore. Bury your head in the sand and you’ll get kicked in the butt.
One crucial concern:
Consider the source. Don’t waste your time with disengaged spectators. Ignore them politely. The future is never built by fixing issues from complainers on the…
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Are We Green Apple Leaders (Unquintessential Leaders) or Ripe Apple Leaders (Quintessential Leaders)?
Posted: August 15, 2013 in Examples and Analyses of Lack of Leadership and Unquintessential Leadership, Examples and Analyses of Quintessential Leadership, General Things about Quintessential Leadership, Qualities of a Quintessential Leader, Quintessential Leadership, Quintessential Leadership is an ArtTags: anger, Dan Rockwell, diligence, green apple leadership trait, overcoming, quintessential leader, rage, ripe apple leadership trait, unquintessential leader
In Dan Rockwell’s latest blog post, he describes the characteristics and the effects of “green apple” (unquintessential) leaders on organizations. He contrasts that with the attributes and effects of “ripe apple” (quintessential) leaders.
Please take a few minutes to read Rockwell’s post.
Then, as always, because this is what quintessential leaders do, let’s each assess ourselves to see whether we are green apples or ripe apples. As individuals. As team members. As leaders.
As Rockwell states, we all can exhibit green apple traits at times. That’s part of being human, unfortunately. But my request of each of us today is not to evaluate someone else – as Rockwell proposes at the end of his post – but to evaluate ourselves.
Then via comments here on the blog, share with us a green apple trait that you have successfully turned into a ripe apple trait and tell us how you accomplished that. There is much we have to share with each other in our collective journeys to become quintessential leaders.
I’ll put the first one out there. I’ve struggled with anger – sometimes rage – all my life and still do at times. I’ve always worked hard, thanks to a late-night heartfelt talk with my mom when I was around eight years old about it, to contain, control, and eliminate my anger in every part of my life. Sometimes I’m successful. Sometimes I’m not.
But in the course of doing some really stupid and potentially dangerous things during my life when anger and rage got the best of me, I realized along the way that not only was I hurting myself by getting so worked up, but I had the potential to hurt others because of my lack of self-control.
So, I learned and am still learning that anger is my dangerous emotion. I always need to be conscious of that and be aware when it makes its sudden and flashpoint appearance. I immediately extricate myself from the situation that causes it. I walk away. I breathe deeply. I walk and talk myself through it until I get calmed down. Most of the time, this takes less than half an hour today (it used to take a whole lot longer, so I know I’m making progress here overall).
But, within the last year, I got a needed reality check that this is something that still is a pretty deep-rooted green apple trait that I have not completely succeeded in turning into a ripe apple trait.
I had a deeply personal situation where it took months to get over my anger and rage about the events surrounding it.
Every time I thought I was over it, it came back in full force – and, at times, even more strongly than when the situation and events happened – and consumed me all over again.
But the upside of this is that I was aware of it and my wholehearted desire was to eventually overcome it. So instead of giving up, quitting, and accepting it, I really worked very very hard and diligently on changing it, and with time and diligence, I made progress in ripening this trait.
But I know it’s still there and I know it’s a green-red apple trait, so my work is not done.
What is the green apple trait you are actively working on to turn into a ripe apple trait?


