Three Lessons In Successful Leadership

Here they are:

1. Listen
   
   How often have you seen formerly successful business people tumble down? A single leading cause for failure is an inability to adapt to change. But, adapt to what change? Only by listening can we learn what is going on out there.
   
   The twin demons of arrogance and complacency, (especially of successful people who ‘know it all' by now), often shut off the listening channels. It is only by feedback that we learn how to adapt.
   
   As you drive your car, your eyes tell you there are turns in the road and so you adapt and gently take the turn. Try driving with your eyes closed if you think feedback is not important.
   
   And to whom should you listen? To the dozen or hundreds of staff members at the base of your empire who are in constant contact with the real world that is changing every day, if not every hour. 
   
   Tip - Set up a company-wide, blame-free, listening network NOW - starting with yourself.
   
   
2. Defuse emotions
   
   You have a simple choice when confronted with an insult. You can strike back and escalate the encounter or you can defuse the emotion by recognising the other person has a problem - and not make it your problem too. So let the personal insult pass and get back to the prime issue. 
   
   It takes a much stronger person to turn the other cheek for the sake of the real issue.
   
   Tip - Corporate issues are resolved most of the time if we let emotions stay outside of the process, and rarely solved if we permit emotions, because they have nothing to do with the prime issue we set-out to address.
   
   
3. Gain from the group
   
   You or any other person might come to a meeting with some ideas; the combination of 8 people, say, with 5 ideas each might suggest 8 x 5 = 40 specific thoughts. Wrong! The assembly will produce twice as many ideas at least.
   
   There is some sort of idea multiplier when the synergy of a group is put into play. Try it and see - on anything.
   
   Therefore to run your company successfully, get as many people involved as possible at every step of the way (in a controlled-sized manner). Form as large a group as you can at weekly meetings, while solving problems, during annual planning or in developing a corporate mission statement.
   
   Not only do you get a more rounded result, you get a sense of ownership within and buy-in from the staff.
   
   Tip - Those who restrict attendance to the elite get a biased, less comprehensive outcome. 
   
   

All you need to do is:

1. Set up a system that puts these principles to work in your office;
   
   
2. Practice, practice, practice; and
   
   
3. Do it with humility.

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