Colleagues,
My son, Lance, is an avid kayaker. I asked him what separated a good kayaker from a great kayaker, and he said the great kayakers read the water better. They are more efficient with their strokes and capitalize on the flow patterns of the water. Great kayakers understand the water. Because they leverage the environment, they can be more intentional and efficient. Strategic leadership is similar. Strategic leaders understand organizations and how to grow people. By leveraging that knowledge and being intentional, strategic leaders achieve better results. The quality of our leadership doesn’t depend on how hard we work. It is more influenced by how well we read and leverage the environment and how intentional we are about growing our people. You can see some of Lance’s kayaking videos on his Instagram account here if you are curious about what good kayaking looks like. Cheers! Frederick
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Colleagues,
My property is full of trees, mostly poplar and oak. From May to November the view out my front window is into a forest. Then, as the leaves fall, the view changes dramatically and I have a beautiful view of the mountains that ring the valley I live in. The funny thing is that from April-October, I forget about that view, so I’m always surprised when I look out my window and see the mountains. As leaders, we can become accustomed to a particular view – so much so that we forget what the other view looks like. This week, think about taking perspectives that you haven’t had to in a while. Walk in someone else’s shoes, ask some questions. You may discover a beautiful view you had forgotten about. Cheers! Frederick Colleagues,
Ninety-six hours ago, I challenged you to make your organization a little bit better by today. You might have developed an SOP, rallied people around a root problem, gained insight into the successes and challenges people are facing, or helped one person get better at something. Perhaps you did something completely different. The point is that by being intentional, you can make a positive difference in just a few minutes a day. Change doesn’t need to be big and dramatic; it just needs to be in the right direction. If you embraced this challenge and were successful:
If you weren’t successful, or did not embrace the challenge:
HELP! I have no idea if this was a successful series. PLEASE reply here and let me know if this series helped you or not. Really, it is hard to serve you if I don’t know what works and what doesn’t. Thank you! Cheers! Frederick Colleagues,
Last day of the 96-hour challenge! With 1,440 minutes in a day, it feels like finding a couple of minutes to make your organization shouldn’t be too hard, but we all know that isn’t true. Finding even a few minutes can be difficult, especially when we are driven by the urgent. Today should be the money day where you take the final step in improving something in your organization.
Cheers! Frederick Colleagues,
When I began writing this 96-hour challenge on Monday, I knew where I wanted to end on Friday, but hadn’t fully thought through what Tuesday-Thursday would look like. If you accepted the challenge, you might feel like you are in the same place! What comes next? You are in the middle of it all right now, so how do you keep focus and keep moving forward? Think A-B. Don’t worry about what Friday will look like, just think about the next incremental step.
Cheers! Frederick |
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