| DEFINITION OF LEADERSHIP | | | | satisfy buyers' demands for "More, faster, better, |
| As we begin to study the principles and practices | | | | cheaper!" At the precise point in time when |
| of the People First Leader, we must begin with a | | | | businesses need men and women who are both |
| concise definition of what "leadership" is: | | | | focused and flexible, independent and collaborative, |
| Leadership is the art and science of influencing and | | | | prudent and unafraid, we see record numbers of |
| inspiring people to perform to their personal | | | | men and women who are mentally and |
| best-through the wise application of | | | | emotionally disengaged from the workplace. At |
| comprehensive knowledge, understanding, and | | | | the very moment when companies are desperate |
| power-to achieve an enduring legacy of truth, | | | | to recruit entire rosters of committed purpose |
| wisdom, and excellence. | | | | partners who will eagerly embrace change and |
| In the days of our Founding Fathers, leaders | | | | volunteer information and innovation for |
| focused on the good, the true, and the beautiful. | | | | operational and marketplace initiatives, they see |
| Today, far too many leaders are focused on the | | | | increasing numbers of stolid, sullen performance |
| functional, the profitable, and the efficient. We've | | | | puppets. The blame for this inertia rests squarely |
| moved from truth to trend, from wisdom to | | | | on the shoulders of the leaders! |
| wealth, and from excellence to the expedient. | | | | "Progressive" companies invest in training |
| The results of such a shift in focus are sadly | | | | programs that expand the skill-sets of their |
| predictable. In today's mercurial economic climate, | | | | staffs... but virtually ignore their mind-sets. |
| in which survival often hinges on rapid innovation | | | | Organizations talk endlessly about what a top-flight |
| and adaptability, surveys reveal that seven out of | | | | leader does, and breathe not a word about what |
| ten employees don't look forward to going to | | | | the leader believes. And for all the books, tapes, |
| work and don't give their best efforts while they | | | | videos, and seminars that are consumed every |
| are on the job. A disturbing majority of | | | | year, it is a safe bet that only a tiny fraction of |
| Americans see no real meaning in their work; | | | | organizations have a defined, operational system |
| therefore, they do not perform with passion. | | | | in place for identifying, developing, and nurturing |
| Most companies engage employees' hands-but not | | | | leaders. |
| their hearts. | | | | What about your company? Do you know where |
| The timing for this sort of detachment could not | | | | your company's leadership manual is located? |
| possibly be more inappropriate. Access to | | | | Does such a manual exist? Can you articulate the |
| information and technology is expanding and | | | | established procedures in your organization for |
| advancing at micro-processed speed. | | | | passing on a legacy of leadership beliefs and |
| Departments, divisions-indeed, entire industries-are | | | | behaviors to the next generation of leaders? If |
| being "right-sized," reinvented, and reconfigured at | | | | your answer to any of these questions is "No," |
| a breakneck rate. Traditional organizational | | | | please don't miss any of the articles that follow! |
| reporting structures are shredded as companies | | | | Your answers are about to change, in a |
| race to the marketplace in a frantic attempt to | | | | dramatically positive way! |