Two hundred years ago,
when poet Robert Burns penned the words about seeing ourselves
through the eyes of others in his famous poem (To a Louse, 1786), he
could not have known that they would apply so fittingly today.
Today's economy might be very different if only the leaders running
some of our most respected organizations were willing to view
themselves through the lenses others use.
In this new year, we must deal
with an uncertain national and global economy. It is a good time for
us to reassess our priorities and goals. Instead of looking in the
mirror and reflecting on whether the hair is combed or the jacket
fits well, a wise leader will look beyond the outer image, go
beneath the surface. He will evaluate and look inside his true self.
Viewing our deeper selves and
honestly recognizing what we see is a difficult task. Getting to the
truth will require the help of others, perhaps many others, since
some people know only one side of us. Deciding what we are going to
do with the information we get back will require help, too, because
it is easier to make no change. If you are tempted to think that
way, remember: change is the only way to grow.
So, facing two paths CHANGE
and NO CHANGE let's say we opt for the first one. What will keep
us on the straight and narrow path? Here is a plan that can enable
change:
Seek feedback. The
only way to know how others view us is to ask. Getting their input
can tell us where we are now, which is an important step in getting
where we want to go. Honest feedback illuminates our current state
and provides a foundation for our betterment. In addition to seeking
out trusted friends and mentors, it is helpful to learn from the
people you interact with on a regular basis. How do you treat those
who can neither hurt nor harm you, like the clerk at the convenience
store? The answer could be revealing.
Be courageous. Whether or not
you believe in making resolutions for the new year is immaterial. If
you discover that you behave in ways that make it difficult for
others to do their jobs, you have a responsibility to change your
behavior. The alteration might be as simple as communicating in
person instead of through memos. Or it might be more complex,
requiring you to restructure the way you and your management team do
business. Remember that embarking on such a course implies to those
who take the journey with you that you are serious about change. To
request feedback is not easy, but to seek it and then do nothing
invites cynicism.
Do not assume
anything about your employees. Know them better than
they know themselves. New tools are available to tell you exactly
who is working for you their competencies, their weaknesses and
their goals. Do not decide that you can apply the same management
style to everyone and get the same results. A multitude of different
faces greet you when you walk into the department. They are likely
to include four different generations, both genders, and different
races and ethnicities. In the global marketplace, you will find
variations even within identifiable groups. It is imperative that
you learn what skills your employees have, the skills they are
capable of acquiring and what it takes to keep them motivated.
Stay focused.
Pledges you make to yourself come with a tempting reality:
If you made them, you can also unmake them. The consequences of
straying off-course can be daunting, however. One of the biggest is
inertia that permeates your organization. If you start something you
don't finish, who will keep others focused? Create an accountability
system. Make a list and read it at regular intervals. Or go a step
further and give your list to a trusted peer to review with you
regularly. Think of your colleague's reminders as a pep talk.
Recheck midyear. In today's
fast-changing world, a goal that's only a few months old can quickly
become obsolete. Examining each item on your list after six months
will let you know whether you need to stay the course or readjust.
Of course, you may have seen some flaws in your accountability plan
and made changes accordingly. Remember that the creation of new
goals does not have to wait for a new year. You can set goals
anytime. Build a new list as necessary depending on what has
happened inside and outside the organization.
Manage frustration. Realists
know there are some things they will never change. Smart leaders
recognize obstacles and adapt their responses when difficult changes
are beyond their control. Keep this in mind whenever you feel caught
between harsh choices.
Know your limits.
Sometimes achievers forget that no one is perfect. Just as
an artist is never done with his creation, each of us is still a
student of life and a creation in progress. This is not permission
to remain static, but we don't need to consider ourselves failures,
either. Take the middle path: Admit your mistakes and resolve to do
better.
As we commit to improve our
leadership behavior in the coming year, we must remember that
discomfort accompanies important change. But if we do nothing, the
return will also be nothing.
In today's fast-changing world,
a goal that's only a few months old can quickly become obsolete.
Examining each item on your list after six months will let you know
whether you need to stay the course or readjust. Of course, you may
have seen some flaws in your accountability plan and made changes
accordingly. Remember that the creation of new goals does not have
to wait for a new year. You can set goals anytime. Build a new list
as necessary depending on what has happened inside and outside the
organization.