Search Results for "adaptive leadership"

Adaptive Leadership: More “Walk” and less “Talk”

June 02, 2012  |   Adaptive Leadership   |     |   0 Comment

This is the last of this series...for now...on Adaptive Leadership. There is much more to be said, but I must move on to some other topics and writing that I have on my list. When I began thinking about the concept of Adaptive Leadership it was more than 10 years ago with my close friend and pastor John Duball. We talked about how the fundamental of leadership truly is influencing others. John now leads New Day Covenant Church and it is a unique adaptive source of leadership to their community. If you go back through this short series on Adaptive Leadership you will find common themes of... An Adaptive Leader knows how to be responsive and be in action. Being proactive and responsible for managing change in themselves and others. Taking responsibility for outcomes requires re-framing your idea of risk. Clear goals and values allow flexibility and not inflexible patterns of ...

Adaptive Leadership: An Adaptive Sales Leader (ASL) knows why the numbers happen.

March 24, 2012  |   Adaptive Leadership,Sales Leadership   |     |   0 Comment

The sales organization of any sustainable and successful business requires immense adaptability. And because the sales organization often is asked to implement the marketing and business strategy at the customer level; it is paramount to be adaptable to changes within and outside of the business. The most successful sales professionals have adaptive leadership qualities. An adaptive sales leader (ASL) will know their numbers and are fierce learning machines. They swallow up new ideas like a great white shark goes after seals! They are hungry hunters of results and knowledge. And when you put the two together (results oriented and hunger for knowledge) they become powerful leaders for their customers. An ASL can adapt and change in order to create the desired outcome needed for their customer and company. For sales managers and leaders the ASL is a dream come true. They are in short supply and you never seem to keep ...

Adaptive Leadership: Staying with the FLOW

March 05, 2012  |   Adaptive Leadership   |     |   2 Comments

Staying in the flow of change and not avoiding or fighting it creates a dynamic opportunity for an adaptive leader. It is dynamic because... if you don't stay in the flow of change--change will take you somewhere and likely to a place you don't want to go. By staying engaged in the flow you learn what it truly means to be adaptive and begin to predict and speculate about change. All business systems have processes and ideally each process should have clear goals or outcomes defined. Its always comes back to "core purpose" to inform why we would adjust and change. In order for us to measure progress towards results and adjust purposefully...we need feedback. So the key point for Adaptive Leaders is to make sure you are in the flow of as much feedback as you can get. When feedback is not a part of the system loop it leaves ...

Adaptive Leadership: Risk, Relevance, and Relationship

February 12, 2012  |   Adaptive Leadership   |     |   0 Comment

I want to challenge Adaptive Leaders to start with OUTCOMES and NOT RISK. Risk doesn’t have much to do with breakthrough decision making. When a decision needs to be made, making an assessment of risk is often the most prudent approach. It also greatly limits learning and can eliminate the many possibilities of success that otherwise are never considered. You do nothing differently and you get the same result...and yes...that is the definition of leadership insanity. Risk stops leaders from making or keeping a commitment. We may stop short of something extraordinary for us that would seem...just to risky. Adaptive leadership is not just seeking relevance with risk or reward. It is about a relationship that treats each decision, individual, or team in a different way. Risk may never  be a relevant part of your decision making as a leader after you read this post. Adaptive leaders know about commitment and understand ...

Adaptive Leadership: Leading and parenting allows failure

January 12, 2012  |   Adaptive Leadership,Parenting   |     |   0 Comment

To be a successful parent you have to be an adaptive leader. Teaching and training up leaders requires a level of patience, wisdom, and humility that many successful leaders find challenging. Its one thing to lead, make decisions, and take responsibility. It is an entirely different thing to coach and develop leaders on the ideals and principles that you use to make your decisions. This isn't a "right" or "wrong" paradigm. It is just another way of being.  Adaptive Leadership requires a whole different level of vulnerability and openness to mentor and guide a young child as a parent or develop an employee as manager. It involves a choice..a choice to be a coach and teacher and actively participate in the development of those around you. This level of vulnerability is not so much limited by ego, but really limited by a perspective. These perspectives usually show ...

Adaptive Leadership: Self Management – A Tribute to a Mentor

During the writing of this series in Adaptive Leadership I have reviewed some notes and messages from my mentors over the years. One of the persons who has impacted my life is Frederic Hudson, PhD, the founder of The Hudson Institute of Santa Barbara. During (and since) my Coaching training it was clear to me that Frederic has dedicated his life to teaching and coaching renewal in adults., He is a role model for adaptive leadership. The note below is an example of how Frederic encouraged us in Coaching Training to "pay attention" to the idea of self management. In this note he summarizes concepts from Peter Drucker's book "Management Challenges for the 21st Century. Written over 12 years ago it is still full of direction and wisdom for being an Adaptive Leader and Coach. I have "bold lettered" some nuggets. Thanks Frederic.

Adaptive Leadership: A leader all the time or A Leader for all times

December 01, 2011  |   Business Coaching,Coaching,Leadership Development   |     |   0 Comment

I think there is a lot of value in establishing our signature presence as a leader. Presence is defined in this post as how people experience you over time and in the moments of challenge when it really counts. Just like your handwritten signature is recognized as belonging to you, so is your presence amongst others because it is consistently the same. Much like how you write out your signature without thinking. It becomes natural and a signature, a real good one, can't be faked easily. People want to follow leaders that seem to naturally know what they want. The person they follow creates the assessment and experience that is signature to them specifically. This dependability and consistent approach is needed especially in those times that contain uncertainty. We live in very uncertain times. Indeed we may be just on the cusp of a whole new chapter that offers ...

Adaptive Leadership: Acquiring perspective and knowledge

October 22, 2011  |   Adaptive Leadership   |     |   0 Comment

The number of transitions we go through in our personal and professional lives is accelerating exponentially. The skill/attribute of managing and leading individuals or systems through transition is adaptive work. It is intuitively about perspective and knowledge. The problem on the knowledge side is that information (what there is to know) is growing exponentially. We have great tools and search engines that allow us to acquire information, but it may be lacking validation or incomplete at best. This ability to "know" is growing increasingly more difficult. Which seems counter intuitive with all the technology we have available. Adaptive leaders are learners at their core. As a leader they focus on what they "need" to know. They fundamentally understand they can't know it all. Staying anchored in your core values as a leader is essential. Core values are something we can know and discern with the help of others.  It is vital ...

Adaptive Leadership: Giving Feedback you don’t want to, but need to.

September 10, 2011  |   Adaptive Leadership,Coaching   |     |   0 Comment

Effective leadership (like coaching) is about creating awareness for others. Helping them see something that will create value for them. Feedback has become a term that most leaders and their subordinates have confused with "coaching". Giving Feedback is not coaching. Feedback is an invaluable tool and skill that when used correctly can literally change the trajectory of a person or business. And it should always come with implicit or explicit permission and trust from the person receiving it. Feedback is the means to an end and not the end itself. Just because you deliver some feedback or information to another doesn't mean that action will follow. Great feedback can help the other person know how your perspective is grounded in observation and data. Data is not necessarily truth and that becomes a real part of where the breakdown in feedback begins. If you treat it as truth to be bestowed rather ...

Adaptive Leadership: Responsible for the future

August 28, 2011  |   Adaptive Leadership   |     |   5 Comments

Culture in an organization is a direct product of the conversations leaders are having or holding within their organizations. Or said another way the culture of an organization is nurtured or destroyed by the conversations of its leaders. If you want more accountability with in your organization than you must be in a relationship of responsibility. You can create a powerful conversation and then let your actions follow in complete reflection of your words. So many leaders just struggle with owning the results their people produce. The all to common thinking of some managers and owners is.."It is their (the employee) fault that they didn't make the numbers or fulfill on a commitment". Then the usual conversation is that you can't find good help these days. Somehow to these leaders its just doesn't seem like being a leader if you aren't blaming or fixing others instead of leading them. Adaptive leaders are ...