SUCCESS: It’s about who you’re BEING

Success, however you define it, may not be easy to attain, but what you need to do to be successful is simple.

You’re the boss.  The buck stops with you. If you want your organization to be successful, you have to get it from where it is at “A” to where you want to go–“B”.  And as Dusan Djukich says in Straight-Line Leadership, “A leader’s job is to get to B.”

As in geometry, the shortest distance between point A and point B is a straight line. If there were no forces being asserted against your efforts, you would simply direct your people to move in a straight line from A to B.

The problem leaders face, though, is that there are forces being asserted against your efforts to move in a straight line. Some of them come from realities of the world around us—mistakes, employee problems, unforeseen events, supply shortages, market conditions, competition, etc.

But the biggest forces working against you may be internal—having to do with who you are being—that is, what kind of leader you’re being.  Too often, the problem with staying on that straight line is that you aren’t a straight-line leader.  You might show up as a circular leader. Djukich describes this kind of leader as someone who keeps seeking more information—more than he needs—but won’t act on it.  He keeps circling around looking for more information but doesn’t set in motion the action needed to get to B.  Other leaders show up, he tells us, as zig-zaggers. Zig-zag leaders repeatedly thrust forward on a straight line and then stop to circle around before they thrust forward again.

What you’re doing to get to B is less important than what kind of leader you’re being. It’s hard for any team to get behind someone who is not calling for action or who starts and stops again and again.

Straight-line leaders come from a place of empowerment.  They believe that B is attainable and that they can use their human and other resources to get there.  They say what needs to be said even if feelings will be hurt. Djukich tells us that they’re loyal to the greatness of their people rather than to their smallness. And they keep moving forward, acquiring the knowledge they need as they go and applying it to move forward, rather than stopping and regrouping or changing direction.

Is there a “B” that you’re having difficulty moving your organization toward? Maybe who you’re being as a leader is the problem.

Contact me if I can help you be the leader you need to be and keep REACHING…