| How many times are individuals hired into | | | | 9. Live for the future, not from the past. Put your |
| leadership positions without really knowing what | | | | team in "future think" while bridging the gap |
| their own leadership expects of them? This is | | | | between the past and the future. Find ways to |
| especially troublesome for those who are first | | | | not only create a vision for the future but also |
| time managers. As a leader, I always found it not | | | | become that "vision" now, in the present. |
| only important but inspiring to share with my | | | | Remember you must first envision it before you |
| management team what I expected of each of | | | | can be it, you must be it before you can do it, |
| them as leaders within the organization. Of course, | | | | you must do it before you can have it and only |
| turn around is always fair play. They also | | | | when you have it can you then claim it - |
| individually shared with me what they expected of | | | | SUCCESS!! |
| me as their leader. Sharing expectations up front | | | | 10. Work with a sense of urgency. You must |
| not only allowed us to come together as a high | | | | understand that we do not have unlimited time! |
| performance leadership team more quickly, but | | | | Everything has a time limit and nothing last |
| also gave us all the opportunity from the start to | | | | forever. Lead with a sense of urgency and |
| jointly build the best work team we could for the | | | | purpose knowing that what you are currently |
| organization as a whole. | | | | working on now is only a stepping-stone to the |
| Below are 20 leadership expectations I have | | | | next opportunity that lies before you and your |
| shared and found valuable for creating a strong | | | | team. |
| leadership team. | | | | 11. Build a team ego - inflate the people around |
| 1. Respect each other - treat everyone well. Do | | | | you. Put the group first. Make the people around |
| not be confrontational. Maintain their self-esteem. | | | | you feel better. Make people proud to be a part |
| Be sensitive to the tone of your voice and the | | | | of the team. Let people know they are "making |
| words that you speak. Give people the respect | | | | history" everyday. Center success around the |
| and the dignity they deserve. Do unto others, as | | | | teams' accomplishments. Build a team culture with |
| they would have you do unto them. Trust people | | | | shared values. |
| and honor the best they have to offer. You | | | | 12. Do not just go through the day GROW |
| should always be in a partnership, you are part of | | | | through the day so tomorrow you can achieve |
| the same team and everyone benefits form the | | | | more. Everyday look for or create opportunities |
| organization being successful. | | | | for the members of your team to develop and |
| 2. Act with integrity, speak honestly and do the | | | | grow. Remember the more they become, they |
| right thing. Always, always tell the truth. Then you | | | | more they can offer to not only the team's |
| will not have to try and remember what you said. | | | | success but their personal success as well. |
| Choose your highest thought about something | | | | 13. Meetings: get in - get out! Enough said, literally! |
| when trying to decide how to act. | | | | 14. Promote and support a balanced worklife. |
| 3. Motivate with a mission; lead from the heart | | | | Realize, people don't live to work; they work to |
| with passion and compassion. Give people a | | | | live. Therefore, embrace the fact that they have |
| compelling reason for being a part of this | | | | a life outside of work, and so do you. Lead from |
| organization. Employees are far more likely to put | | | | the knowledge that people live within a holistic |
| their heart in the game for a manager who | | | | system that includes what happens inside and |
| breaks through the facade of invincibility and | | | | outside of work. |
| demonstrates humanness. Have a passionate | | | | 15. Show appreciation. Personally recognize. |
| belief in your ideas and values. Say the words "I | | | | Understand that your team is the most valuable |
| believe" and share your thoughts with your team. | | | | resource you have. It is what makes your |
| Get people excited! Know that your true power | | | | leadership and the ability to succeed as an |
| comes from within, the source that fuels all | | | | organization unique. Recognize that your team is |
| success. | | | | uniquely qualified to deliver success to the |
| 4. Be adaptable. Stay creative. Have the courage | | | | organization. What you do with the unique talents, |
| to do things differently. Find ways to always | | | | experiences and expertise that resides within your |
| improve. Be willing to think a new thought if you | | | | team will make all the difference between |
| want to create a different (new and improved) | | | | success and failure. There is no other team like |
| reality. Instill in others the need to "think a new | | | | the one you have on this planet, so lead like it. |
| thought". Remember, change is part of the natural | | | | 16. Communicate what you want. Know the |
| order of things. You must either change or be left | | | | dangers of assumptions. Have one-on-one |
| behind. Be comfortable with letting go of the past | | | | meetings to keep people informed. People cannot |
| in order to gab hold of a different future. | | | | be blamed or held responsible for what they do |
| 5. Pick your battles - know your non-negotiables. | | | | not know. Make sure the message is understood. |
| How you manage a crisis will determine whether it | | | | Do not simple assume people know what you |
| escalates or goes away. So pick your battles | | | | want. |
| wisely. Some things are not worth fighting for | | | | 17. Be your own messenger. Be hands-on, talk to |
| now. Timing is everything!! Do not allow problems | | | | the team (everyday), reaffirm the vision, and |
| to fester. Deal with it. Recognize problems right | | | | constantly keep it out there. Be visible and let |
| away and deal with them. | | | | others see you lead. Let your team hear you and |
| 6. Keep communications open. Deconstruct the | | | | see you leading from the future, versus holding |
| barriers that inhibit the ability of the organization | | | | onto the past. |
| to learn, grow and continually adapt while moving | | | | 18. Act decisively - be an "intentional leader". |
| forward. Create an organization that allows the | | | | Decide to succeed on purpose and do what it |
| sharing and flow of thought and information to | | | | takes to make that happen. Forget about "trying" |
| proceed effortlessly as part of the process for | | | | because there is no such thing. You either get the |
| the greater good. Learn to listen to and handle | | | | results you want or your don't. So decide to be a |
| adversity while adhering to your beliefs. Take the | | | | successful leader. Learn the methods of other |
| heat and move on. | | | | successful leaders. Learn what works and what |
| 7. Get in the wheelbarrow! We succeed or fail | | | | doesn't and find what works best for you. |
| together - it's a partnership. People must know | | | | 19. Don't be afraid to fail. Take personal ownership |
| that everyone, including you, is in this together. | | | | and pride in all you are responsible for. Failure is |
| They must understand that your success as a | | | | part of the leadership package. Do not be afraid |
| leader is linked to their success. | | | | to be wrong, do not be afraid to fail, its part of |
| 8. Always look for ways to improve something | | | | the process. Failure is just another class in school. |
| (remember everything can be improved upon until | | | | Just remember, when you fail, fail fast, learn from |
| it is no longer needed). Keep being creative and | | | | it and then keep moving forward. |
| looking for new ideas and thoughts. Find ways to | | | | 20. Always "be of service". Everything you do as |
| always be improving, find new ways to win. Do | | | | a leader must be geared towards nurturing an |
| not get stuck in "that's the way we've always | | | | environment that makes peoples lives better. |
| done it" because if that's true, it's probably time | | | | Stay in service to others and those that are |
| to change. | | | | depending on you for your leadership. |