Posts Tagged ‘quintessential leader’

mark-zuckerberg-facebookOverwhelmingly today, in most organizations, all the focus, all the recognition, all the accolades go to one person or a few people within the organizations who have become the face or faces of the organization. This superstar limelight is generated internally and promoted externally, but it is a troubling sign of unquintessential leadership.

steve-jobs-appleA few examples are names that we probably know better than the names of some of our neighbors, some of our colleagues, and some of our more distant relatives: Steve Jobs, Bill Gates, Jeff Bezos, and Mark Zuckerberg

Let me ask you a question. Have you ever heard any of these people give credit to and recognize the teams behind their organizations’ successes? (more…)

In “The Mindset of Unquintessential Leadership and What It Looks Like in Action,” one of the characteristics that I identified as part of that mindset is bullying.

I think it’s fair to say that we’ve all been exposed to bullying at some point during our lives. However, not all of us have been victims of bullying. For a bully to succeed, the person being bullied has to give his or her power to the bully.

Not everyone who gives this power to bullies is inherently weak. Sometimes the surrender simply comes from long-term battle fatigue and being completely worn down over time.

It takes tenacity, an exceptionally-strong will, and a very thick skin sometimes not to give power to someone else, especially with threats that sometimes go as far as the possibility of losing one’s life. (more…)

theodore roosevelt criticism leadership“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly; who errs and comes short again and again; because there is not effort without error and shortcomings; but who does actually strive to do the deed; who knows the great enthusiasm, the great devotion, who spends himself in a worthy cause, who at the best knows in the end the triumph of high achievement and who at the worst, if he fails, at least he fails while daring greatly. So that his place shall never be with those cold and timid souls who know neither victory nor defeat.”
Theodore Roosevelt

I saw the excerpt quoted above early yesterday morning. It resonated with me strongly because it reflects who and what I am striving to become as a person, as a writer, and as a quintessential leader. Those, ultimately, are not three different roles or personas, but instead an integrated whole person who is and does the same right things all the time in every part of my life.

I wanted to see the context in which these words were spoken, so I found and read the entire 1910 speech given by President Theodore Roosevelt entitled “Citizenship in a Republic.” It’s well worth a close reading and an even-closer thoughtful reflection upon.

There’s an old adage that “everyone’s a critic.” To some extent that’s true. (more…)

qualities-of-quintessential-leadersQualities of Quintessential Leaders is now available on Amazon and on The Quintessential Leader website (go to The Quintessential Leader home page, and click on the “Get 10% off eBooks purchases of $10 or more for a limited time only!” link and you’ll receive a 10% discount on all downloadable eBook orders of $10 or more)

My book description says it all:

“If you are reading this, you are in a leadership position for someone. 

Substitute the words “example,” “mentor,” or “role model,” “teacher,” “coach,” “parent,” “grandparent,” “aunt,” “uncle,” “friend,” and “neighbor,” in addition to the traditional functions associated with leadership positions for the word “leader,” and you’ll see we all fill leadership positions for the people around us.

How are we doing? Qualities of Quintessential Leaders will help us all to answer that question and to find out how to improve and change so that we pass quintessential leadership qualities on to all those whose lives intersect with ours.

What we do and how we do it will make a far greater impact than any words we can ever say. This book will help ensure that the footprint each of us leaves behind is one that is imitable.”

How you can purchase Qualities of Quintessential Leaders:

Paperback: Qualities of Quintessential Leaders (http://www.amazon.com/Qualities-Quintessential-Leaders-Sandra-Ross/dp/1492714151/ref=sr_1_2?ie=UTF8&qid=1379106861&sr=8-2&keywords=qualities+of+quintessential+leaders)

Kindle: Qualities of Quintessential Leaders (http://www.amazon.com/Qualities-of-Quintessential-Leaders-ebook/dp/B00F5YOJ12/ref=sr_1_1?ie=UTF8&qid=1379106861&sr=8-1&keywords=qualities+of+quintessential+leaders)

icon_best_value Qualities of Quintessential Leaders in The Quintessential Leader‘s online store as a downloadable PDF eBook (http://shop.thequintessentialleader.com/Qualities-of-Quintessential-Leaders-QLDR-QualitiesBKDownLoad.htm)

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…)

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.

Dan Rockwell's avatarLeadership Freak

Warning switch

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:”

  1. Agree. Issues are often over or misstated.
  2. Answer. Don’t give answers. Your answer suggests more potential problems to an alarmist.
  3. Minimize. Alarmists become more alarmed if you don’t make them feel heard.
  4. 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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