LEADERSHIP PRINCIPLES

leadership+2010

 

Leaders don’t force people to follow — they invite them on a journey. – Charles S. Lauer

Timeless Leadership Principles   By Jim Clemmer

A recent search on Amazon.com revealed that there are over 10,000 leadership books in print! There are as many different interpretations of “leadership” as there are people using the term. The result is a confusing multitude of leadership grids, charts, formulas, jargon, fads, and buzzwords, with new ones popping up every week. An occupational hazard of this business is that we chase after what’s new rather than what works. We look for fashionable rather than enduring principles.

Historians, anthropologists and scholars of classic literature tell us that there are really quite a small number of recurring stories in the entire history of humanity. Our books and movies provide us with endless variations on the basic stories of the human condition, and the same themes keep showing up in the stories of people and cultures thousands of years or miles apart.

Enduring leadership principles are just as timeless. They aren’t new. It is the timelessness of these principles that prove their value.

Leadership Needs Management to Fly

Both management and leadership are needed to make teams and organizations successful. In building a business we need a good balance of both management and leadership. Trying to decide which is most important is like trying to decide whether the right or left wing is more important to an airplane’s flight. I’ll take both, please!

A classic problem often comes up among entrepreneurial start-up companies with strong vision, passion, and energy (leadership), and good technological or technical skills: their poor management discipline or lack of systems and processes lead to errors, poor service quality, and frustration for customers and people in the organization. In building our businesses, we need to couple our passion and creative spirit with disciplined processes and business management.

The Leadership Wheel

Unknown

The most common weakness, however, is lack of leadership. Growing leadership is a dynamic process. It begins at the centre of our being and develops in multiple directions. I use the “hub and spokes” model to depict the timeless leadership principles.

Each part of the wheel corresponds to an area of leadership.

At the hub of the wheel, we have the vision, values, and purpose on which leaders effectively focus themselves and their teams or organizations (Focus and Context).

Leaders also take initiative and do what needs to be done rather than waiting for someone else to do something (Responsibility for Choices).

Leaders are authentic and lead by visible example, fostering openness and continuous feedback (Authenticity).

Leaders are passionate and build strong commitment through involvement and ownership (Passion and Commitment).

Leaders lead with heart and rouse team or organizational spirit (Spirit and Meaning).

Leaders help people grow through strong coaching and continuous development (Growing and Developing).

Finally, leaders energize people by building strong teams, inspiring and serving (Mobilizing and Energizing).

The leadership wheel model provides a metaphor for situations we face at personal, team, or organizational levels.

For example, just as a wheel’s weight-bearing ability depends upon the strength of its hub, so does the strength of our hub determine the weight of the performance and change issues that we are able to carry.

The wheel also represents the circular nature of leadership: there is no beginning nor end. All the supporting leadership principles around the outside of the Leadership Wheel are interdependent and interconnected. If we, our team, or our organization develop these leadership skills, the wheel is well rounded. If we are deficient in one or more of these skills, the ride might be a little bumpy.

A key part of our continuous leadership quest is finding the approaches that fit our individual values, personality and style. No one leadership size fits all. It is like trying to find a path in a field of newly fallen snow. Once we walk across the field, we have discovered our path.

a09d4-dolphinweb

 

16073ff cobbep@gmail.com

NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

I have an MBA, BA and I am a member of the Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive,strategy and business coaching and counselling.

 

I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

 

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .

Specialties:

Leadership coaching

Holistic / systemic approach to coaching
Remote coaching via Skype and Apple Facetime
Coaching for Executive performance /High Potential including C level
First 100 days
Career Coaching/portfolio lifestyle
Coaching for powerful presentations
Life Coaching
Executive advice on staff insight surveys
Facilitating key meetings and C- level strategic  retreats engaging around people decisions that flow from business choices
Business/HR Strategy ,Change Leadership
Communications strategy
Psychometrics,NLP,Emotional Intelligence
Confidence&Self Esteem
Creativity coaching
Independent Consulting propositions coaching
Non Executive director coaching
Business Report/White Paper writing
Graduate career coaching

Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left?

Answer: five. Why? Because there’s a difference between deciding and doing.