I've failed over and over and over again in my life. And that is why I succeed. Knowing is not enough; we must apply. Being willing is not enough; we must do. Martin Luther King Jr. Day "Nothing in all the world is more dangerous than sincere ignorance and conscientious stupidity. Inauguration Day "I want to start by, as always, thanking my family. My kids, they're not kids anymore, but they're kids as far as I'm concerned. They'll always be my kids. Women's March on Washington "I love to see a young girl go out and grab the world by the lapels.
Life's a bitch. You've got to go out and kick ass. There are definitely elements of both that I like. Launching a business is kind of like a motorboat: You can go very quickly and turn fast. Chinese New Year "Everyone has a plan 'til they get punched in the mouth. I live by that.
You grind hard so you can play hard. At the end of the day, you put all the work in, and eventually it'll pay off. It could be in a year, it could be in 30 years. Eventually, your hard work will pay off. Rosa Parks Day "I have learned over the years that when one's mind is made up, this diminishes fear. If it's important to you and you want to do it 'eventually,' just do it and correct course along the way. Lincoln's Birthday observed "Always bear in mind that your own resolution to succeed is more important than any other one thing.
Valentine's Day "It takes a strong fish to swim against the current. Even a dead one can float with it. Presidents' Day "No one has as much luck around the greens as one who practices a lot. It's life's change agent; it clears out the old to make way for the new. Right now, the new is you. But someday, not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it's quite true. Your time is limited, so don't waste it living someone else's life.
In the first, it is ridiculed. In the second, it is opposed. In the third, it is regarded as self-evident. Ash Wednesday "Lent comes providentially to reawaken us, to shake us from our lethargy. Read Across America Day "Today a reader, tomorrow a leader. Employee Appreciation Day "There are two things people want more than sex and money I am a product of my decisions.
Daylight Saving Time starts "Time is life itself, and life resides in the human heart. It comes from your own actions. I have seen many a good [organization] underachieve, because someone Patrick's Day "Creativity is intelligence having fun. International Day of Happiness "Thousands of candles can be lighted from a single candle. Happiness never decreases by being shared. Don't let losing make you quite. Don't let your teammates down in any situation. I saw him once literally bleed from the bottoms of his feet, a man who came here uneducated, alone, unable to speak the language, who taught me all I needed to know about faith and hard work by the simple eloquence of his example.
I know from my own life that the more I exercise it, the more natural it becomes to not let my fears run me. I cannot even spell the word. And there is no substitute for patience and acceptance. April Fool's Day "I learned pretty soon that it was essential to fail and be foolish. The secret of getting started is breaking your complex, overwhelming tasks into smaller manageable tasks, and then starting on the first one. It's like being a doctor: you work long hours, very hard hours, and it's emotional, tense work. If you don't really love it, then it ain't worth it.
People sometimes want to put down fashion by saying it's frivolous or superficial, but it's not that way at all. It's actually very hard work. International Day of Human Space Flight "It's a very sobering feeling to be up in space and realize that one's safety factor was determined by the lowest bidder on a government contract. Thomas Jefferson's Birthday "We hold these truths to be self-evident: that all men are created equal; that they are endowed by their Creator with certain unalienable rights; that among these are life, liberty, and the pursuit of happiness. May I never be content.
May I never be perfect. Easter Sunday "Easter spells out beauty, the rare beauty of new life. D Gordon. Emancipation Day observed "I freed a thousand slaves I could have freed a thousand more if only they knew they were slaves. Tax Day "Taxes are what we pay for civilized society. For a dreamer is one who can find his way by moonlight, and see the dawn before the rest of the world. Chinese Language Day "I was eating in a Chinese restaurant downtown. There was a dish called Mother and Child Reunion.
It's chicken and eggs. And I said, I gotta use that one. And he can fire everybody in the company, from the chairman on down, simply by spending his money somewhere else. World Book and Copyright Day "Whenever you read a good book, somewhere in the world a door opens to allow in more light. When a man has done what he considers to be his duty to his people and his country, he can rest in peace.
I believe I have made that effort and that is, therefore, why I will sleep for the eternity. Armand Hammer. And trust your instincts They feel right. They don't hurt. They're not painful. That's not just with somebody you want to marry, but it's with the friends that you choose. It's with the people you surround yourselves with. International Jazz Day "Jazz is smooth and cool. Jazz is rage. Jazz flows like water. Jazz never seems to begin or end. Jazz isn't methodical, but jazz isn't messy either.
Jazz is a conversation, a give and take. Jazz is the connection and communication between musicians. Jazz is abandon. And the responsibility for me is to invest in creating new businesses, create jobs, employ people, and to put money aside to tackle issues where we can make a difference. World Press Freedom Day "Four hostile newspapers are more to be feared than a thousand bayonets. Rhode Island Independence Day "The greatest crime in the world is not developing your potential.
When you do what you do best, you are helping not only yourself, but the world. National Nurses Day "Nursing encompasses an art, a humanistic orientation, a feeling for the value of the individual, and an intuitive sense of ethics, and of the appropriateness of action taken. From architects and product designers to textile artists and digital innovators, Women Design profiles a selection of the most dynamic female designers from the modern era, showcasing their finest work and celebrating their enduring influence.
Between calligraphy and typography stands the age-old art of hand-lettering, which encompasses both forms while retaining its own character and individuality. Whilst we depend over-abundantly on the digital form and type printing, Handstyle Lettering represents the comeback and resurgence of the titular art, returning the human touch and warmth that has been lacking in our digital age.
Presenting a medley of playful and masterfully crafted designs from around the world, Special Edition focuses on product packaging that stands out for its engaging concept, unexpected choice of material or artistically elaborate design. Tailored to celebrate a unique product or extend a brand, these solutions come often about as the result of a one-off creative collaboration. Little brand, big effect: In the age of startups and a new generation of entrepreneurs, corporate design is being redefined through distinctive visual creativity.
Never before has there been more enthusiasm surrounding entrepreneurship. Today, young entrepreneurs across the globe are relentlessly developing innovative products and services. Fresh businesses and social initiatives are appearing in industries ranging from fashion to farming, from high-tech to creative handcraft.
These companies are run by passionate professionals who are well aware that following their vision is just as important as continuously communicating their vision's brand.
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Corporate branding works as an extension of a business by visually expressing its concept, so it is no surprise that new stories require a new visual language. Start Me Up! It also features insightful interviews that bring to light the thoughts and stories behind their successful careers, along with a foreword by Roanne Adams of RoAndCo Studio. Designed by an all-women team, and covering a wide range of backgrounds, crafts and skills, the work is reproduced beautifully, often across full double-page spreads. All in all, this is a book that serves to inspire and encourage the creatives of the future.
Why are there so few women in the history of design? Why do previously well-known women become forgotten, and at what point can someone be considered successful? Do women create differently to men? What effects of the gender debate are noticeable in today's everyday working life, and are women judged today solely on the basis of their quality of work?
This book prompts a look beneath the surface: with numerous contributions from design historians, programmatic texts and a comprehensive collection of biographies, alongside interviews with internationally recognised female designers such as Irma Boom, Paula Scher, Sheila Levrant de Bretteville, Julia Hoffmann and Tina Roth Eisenberg.
Increasingly globalised, the world is looking for a new-era language that can unite and identify with multiple cultures at once. This does not only come as a verbal challenge, but an intellectual one for designers to understand foreign values and communication systems to create an effective discourse. Type Hybrid is a groundbreaking research into this specialist area. It begins with a collection of logotypes that feature synchronised multilingual details within a compact design. The showcase then expands to probe into visual communication solutions. From corporate branding to event communications and packaging designs, each project demonstrates how designers from different parts of the world draw an international crowd with a hybrid language that stays sensitive to the complexities of local culture.
Tasty Stories presents 50 of the world's best-known food brands, describing them through the evolution of their packaging, logo, typeface and fonts. A brief history of each brand is followed by details of the logo and typeface and accompanied by 'Nice to Know' anecdotes. A must-have for graphic designers, foodies, and other people of good taste. This is an essential guide for students and young professionals looking to embrace creative thinking in design, advertising and communications.
Numerous strategies are introduced accompanied by practical projects each showing how to unlock creative ideas in different ways. Packed with great examples of innovative thinking in graphic design, advertising, photography, illustration, architecture, product design, furniture design, industrial design, animation, digital design, car design, engineering, art and fashion. Logotype is the definitive modern collection of logotypes, monograms and other text-based corporate marks. Featuring more than 1, international typographic identities, by around design studios, this is an indispensable handbook for every design studio, providing a valuable resource to draw on in branding and corporate identity projects.
This book celebrates the experimental typography of Dutch graphic designer Jurriaan Schrofer. Famously known for his time spent at the renowned design studio Total Design, he was an outspoken figure within Dutch professional design organisations as well as a pioneer in corporate identity, a designer of photo books and art director of the architectural magazine, Forum. Typography is not just a technical craft, but one steeped in history and tradition.
Each typeface and type system is fundamentally about standing on the shoulders of giants, and so understanding the history of type will help you to make informed and creative decisions for your modern-day projects. This book, then, contains a comprehensive survey of the major typefaces produced since the advent of printing, from movable type in the mid-fifteenth century to the current period.
Arranged chronologically to provide context, more than typefaces are displayed in the form of their original type specimens or earliest printing. Each entry is supported by a brief history and description of the key characteristics of the typeface. This book is perfect for graphic designers, educators, historians and design students, as well as anyone else fascinated by type. A revised edition, this groundbreaking tome embodies a rigorous exploration of the trademark: its history, development, style, classification and relevance in today's world.
The book includes extensive discussion of its origins in heraldry, monograms, owner's marks and certificates of origins, and also contains a comprehensive taxonomy of trademarks and an alphabetical index of trademark themes. This best-selling guide outlines a universal five-stage process for brand development and implementation. From research and analysis through launch and governance, it provides in-depth guidance on all aspects of the process and describes the best practices that build better brands.
First published in , this book was updated in late to incorporate emerging trends and technologies. This updated fifth edition now includes new and expanded coverage of social media cross channel synergy, crowdsourcing, SEO, experience branding, mobile devices, wayfinding, and placemaking, with 30 all-new case studies of top brands from various industries around the world. Solve the Biggest Problem. Move on as fast as possible. Winning Right. Strive to win, but always win right, with commitment, teamwork, and integrity.
Leaders Lead. When things are going bad, teams are looking for even more loyalty, commitment, and decisiveness from their leaders. Fill the Gaps Between People. Listen observe, and fill the communication and understanding gaps between people. Spot those fissures before they become deep and permanent, and act to fix them by filling in the information gaps and correcting and miscommunication. Permission to Be Empathetic. Leading teams becomes a lot more joyful, and the teams more effective, when you know and care about people.
The people on your team are people, and the team becomes stronger when you break down the walls between the professional and human personas and embrace the whole person with love. Ask about their lives outside of work, understand their families, and when things get rough, show up. Cheer Demonstrably for People and Their Success. Always Build Community. Build communities inside and outside of work. A place is much stronger when people are connected. Invest in creating real, emotional bonds between people.
Love the Founders. Hold a special reverence for—and protect—the people with the most vision and passion for the company. Campbell held a very special place in his heart for the people who have the guts and skills to start companies. Build Relationships Whenever You Can. There are things we all care about as people—love, family, money, attention, power, meaning, purpose—that are factors in any business situation. That to create effective teams, you need to understand and pay attention to these human values. As a three-time Super Bowl champion, Michael Lombardi provides lessons in organizational culture, team building, strategy, and character.
His philosophies on how to build championship teams were foundational for the teams built by both Walsh and Belichick. Organizations of all types will benefit from the insights found here. The main lesson that comes through his experience with great coaches and owners is that culture comes first. No detail was too small for Walsh to consider because, to his assembly line way of thinking, only the sum of them all could produce the organization he wanted.
As he was fond of saying, if he managed to perfect the culture, the wins would take care of themselves. More than any other factor, inaccurate character assessment is why draft boards are to this day littered with so many mistakes. What Makes a Great Quarterback? A winning way. Winning is a habit. A thick skin. The measure of who we are is how we react to something that does not go our way. Work ethic. Your best player has to set a tone for intolerance for anything that gets in the way of winning. Football smarts. A quick mind come with preparation.
Innate ability. Quarterbacks have to inspire. They can always look as if they have it all under control and that somehow they will figure out how to lead the team to victory. No one wants to follow a sulker. Quarterbacks who fail to gain the respect of teammates leave a team rudderless. Even from a distance and after only a few throws, he could sense immediately if a quarterback could run his offense. Guys like Walsh and Belichick are unusual this way: They can visualize how skill sets fit in their schemes in a way that both maximizes those abilities and fuels the system.
From Bill Belichick:. Mental Toughness: Doing what is best for the team when it might not be the best for you. What Makes a Great Coach? Command of the Room. Followers need something to commit to. A leader has to have a plan. Command of the Message. Command of Self. Personal accountability is the ultimate sign of strength. The only crime is pride.
Command of Opportunity. Becoming an NFL head coach is a process. You learn on the fly. Command of the Process. A leader must be fair and consistent. In a particularly good section of the book, Combating Complacency he talks about how Belichick and Walsh fight complacency. That clean slate demands a trip back to basic principles and fundamentals after a detailed examination of the current process.
With the same kind of success in the NFL many lesser men have become close-minded, authoritarian, and lazy. Leaders must know when to adapt. This is where self-awareness plays a big part. In a word, they need balance. Extreme is almost never the answer. Anything can be taken too far. A leader must be able to where to be on any given continuum in any given situation. Steadiness comes to mind. Or as the Romans termed it: gravitas.
Knowing what the tensions or the dichotomies are is the first step avoiding the trap of extremes. Willink and Babin offer twelve.
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The bottom line that leaders build on is the first dichotomy: To care about your people more than anything—but at the same time, lead them. But you also have to make decisions that will allow you to continue the mission for the greater good of everyone on the team. Getting it right is caring. Own it All, but Empower Others. The next tension is between micromanagement and hands-off leadership styles. You have to have to take ownership, but at the same time, give ownership. You have to empower your team to lead, to take ownership. So you have to give them ownership.
Resolute, but Not Overbearing. When and where do you hold the line? They must set high standards, but they cannot be domineering or inflexible on matters of little strategic importance. It can be expended foolishly, by leaders who harp on matters that are trivial and strategically unimportant. Prioritizing those areas where standards cannot be compromised and holding the line there while allowing for some slack in other, less critical areas is a wise use of leadership capital.
When to Mentor, When to Fire. Instead of continuing to invest in one subpar performer, once a concerted effort has been made to coach and train that individual to no avail, the leader must remove the individual. Disciplined, Not Rigid. The more discipline a team exercises, the more freedom that team will have to maneuver by implementing small adjustments to existing plans. A Leader and a Follower.
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Following is a part of leading well. It was about collaborating with the rest of the team and determining how we could most effectively accomplish our mission. There were many times in my Navy career when, in an effort to prove my leadership, I failed to follow. And rather than strengthen me as a leader in the eyes of the team, it undermined my leadership. Trying to plan for every contingency can create more problems than it solves. If you try to create a solution for every single potential problem that might arise, you overwhelm your team, you overwhelm the planning process, you overcomplicate decisions for the leader.
Therefore, it is imperative that leaders focus on only the most likely contingencies that might arise for each phase of an operation. Choose at most the three or four most probable contingencies for each phase, along with the worst case scenario. Humble, Not Passive. Be humble or get humbled. Humility has to be balanced by knowing when to make a stand. Staying humble is the key to developing trust with the chain of command. When you find that you are not managing well one of these tensions, the tendency can be to overcompensate. This is a common error: when leaders sense they have gone too far in one direction, they can react by going too far in the other direction.
This is ineffective and can make the situation worse. So instead, make measured, calculated adjustments, monitor the results, and then continue to make small, iterative corrections until balance is achieved. Balance is never achieved once and done. You will need to move back and forth along these continuums to achieve the results you need because circumstances are always changing.
Getting some time for yourself is a challenge. But if we are going to lead effectively, we need white space. We need solitude. I know none of us have any extra time, but there is overwhelming evidence that taking a time-out to simply think is foundational to your success. Raymond Kethledge and Michael Erwin explore some solid reasons why you must make the time to think in Lead Yourself First.
Clarity is about what is true. What is signal and what is noise? Solitude facilitates that distillation process. It helps you to eliminate or deliberately deemphasize all distractions. That alone will help you to make the time to think. Clarity and focus go hand-in-hand. That kind of focused attention is often best done alone. Intuition complements analytical thought. Clarity is important for decision-making but it is also critical for understanding who you are—strengths and weaknesses.
It helps to connect you with your core values and understand your place from that perspective. Solitude opens the path to creativity. People make such an effort to copy what other people do, because we have so much access to information. And people copy them. Creativity is doing something differently than the norm. Solitude allows us to get away from the inertia of our environment and connect to new possibilities.
Emotional Balance Emotional balance requires you to respond rather than react. General James Mattis finds a lack of reflection the single biggest problem facing leaders. Finds himself merely blown from one thing to another. But the leader who steps outside events is a leader who can change them. Solitude allows you to reflect on what is making you emotional and provide clarity on the issue.
Often what you are emotional about is more of a distraction than an issue. Instead of allowing our emotions to adversely affect our leadership, it is wise to move away and deal with them in private. Our emotions will find an outlet somewhere. And that is best alone than in decisions made through unfiltered emotions that affect those around us. Solitude allows you to slow down and be clear and firmly convicted of your values and beliefs.
When those criticisms come along that are design to enforce conformity, it is easier to weather the storm when you know that what you are doing is the right thing to do for the right reasons. It is the power to rise above. Reclaiming Solitude. I could chart the ups and downs of my quality of life personally and professionally and the amount of time I spend in solitude.
We are continuously bombarded by pressures— both personal and social —not to stop and reflect but if we lose our solitude, we will lose who we are. It can be a closed room, the library, a park bench, and even a waiting room. We have a responsibility to seek out periods of solitude. We owe it to ourselves and those we lead. While reflection seems to have no place in a competitive business environment, it is where meaning is created, behaviors are regulated, values are refined, assumptions are challenged, intuition is accessed, and where we learn about who we are.
Some of the greatest barriers to getting the results we want lie within us. Growth happens when we stop repeating our habitual patterns and behaviors and begin to see things in a new way and in the process, discover the power to create the results we want. The best decisions, insights, ideas, and outcomes result when we take sufficient time to think and reflect…. Only by carving out think time and reflection can we actually understand, in an entirely different context, the actions we take. It forces the consideration of core significant and pending decisions, outside of cursory overviews and immediate response….
Reflection is the deliberate act of stepping back from daily habits and routines without looming and immediate deadline pressures , either alone or within small and sequestered groups. Even if we can agree on the value of think time, we still regard it as a luxury. It is at the core of what allows a business to thrive. Reflection in effect expands our perspectives and thus reveals to us more options and that gets to the heart of what leadership is all about.
The point is to make the unseen seen so we can act on it.
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We wind up shuttered in our ability to think about possibilities. Recognizing the need for reflection and actually doing it are two different things. Reflection is a discipline. Forrester suggests that we set time aside for a meeting with oneself. The power of reflection lies in how we choose to use that time and what structure we bring to the fleeting disjointed moments we are afforded. Some organizations he has studied have adopted a no internal e-mail Friday policy and other ways to temporarily disconnect from technology.
Although these ideas may not work for you, the point is made so that you might consider the impact these technologies are having on the productivity and well-being of your staff. There is always one more e-mail and it will control you if you let it. Leaders need to understand and demonstrate by example that reflection—taking time to consider—is not wasted time. Reflection is the first step in coming to understand how we are connected to our outcomes.
Until we see the relationship between the two, we cannot make deep, lasting change and bring thoughtful behaviors to bear on the situations we find ourselves in. Our thinking creates our reality. If we do not reflect on our thinking we stand to miss our connection to the whole. Consider offers a way to break the pattern of continuous partial attention that seems to be our default position in this technological age.
It helps to disrupt the habitual thinking that drowns out the reflective, critical thinking we need to become fully present and effective. It is the bedrock of successful leadership and living. Upcoming: I asked some leading minds about the discipline of reflection. It should not be thought of as unused space because it is actually an important part of the design itself. It adds to or enhances what the artist is trying to communicate.
It clears away the clutter and allows the message to be heard. Effective use of white space in graphic design As leaders, we need to be secure enough to create white space in our leadership; to create not emptiness, but an active void. A place where those we lead can jump in and participate. Too often, leaders feel the need to be omnipresent; directing everything that happens. This stifles those they lead and stunts their growth. Wendy Richmond is a visual artist, author, educator and a contributor to Communication Arts.
In a recent column she discusses the need for white space in teaching art. She provides a wonderful example of the value of white space as applied in teaching and leadership:. In my teaching, I use the idea of white space as a metaphor. When I develop a syllabus, I also design the activities for which I will not be present. I need to disappear enough for my students to jump in and fill the learning environment with their own excitement and discovery. Again, as in my artwork, it takes confidence to leave that space empty.
I have a friend who teaches memoir writing. In every session, each student reads a short piece of his own writing. In the first two classes, my friend makes notes as she listens, and then delivers a constructive critique. In the next class, she institutes a change. After each reading, instead of delivering her critique first, she waits for the participation of the other students. Inevitably, there is silence; an awkward void where there is no response. Initially, my friend found it hard to remain quiet. She feels that it is her job to keep the class engaged, to be imparting knowledge.
It required confidence to not fill the silence with her critique. She had to trust that this emptiness was essential; it allowed the students to develop their own responses. When her students began to talk, there was a new energy that continued not only during the coffee breaks, but between classes as well.
Creating white space in your leadership requires balance. Leadership is an art. On the contrary, strong leadership is what makes it possible. A leader has to shape that space in an ongoing way to ensure that they are allowing room for people to develop themselves, contribute and lead. The question is: do you as a leader have the confidence to do that?
Speaking July 18th, at the annual Scotiabank Lecture Series in Jamaica , former governor of Florida, Jeb Bush, said that in a world of accelerating changes, a combination of bold public leadership, a commitment to entrepreneurial capitalism and a focus on education is the key to avoid the risk of severe economic stagnation. What does he mean by bold leadership? In terms of a government's leadership style, Bush noted that it is critical for an administration to rethink what they are doing. So in a world where change is happening a lot, whether the government is changing or not, it is important for leadership to have a healthy disrespect for the status quo.
You won't change everything but the things that don't work need to be changed and without leadership, this won't happen. In it, he addresses three important aspects of bold leadership—the inspirational leadership that drives an organization, outsourcing those areas outside your core competencies, and the importance of a Plan B. Tompkins states. Their strategies must be flexible and innovative. They must challenge the established view of a leader as someone who leads and demonstrate that leadership means inspiring others to lead.
They must have the courage and spirit to move from wherever they are to further their abilities to lead others into getting extraordinary things done. In other words, these leaders must practice Inspirational Leadership. If your picture is in a frame, you need to look at the frame too. Is it possible that the frame is the important part and the picture inside it needs to be changed or removed?
Or is the frame that holds the picture rotting or overpowering the picture so that it is totally lost? Love in All Interactions Love is the foundation, the soil, and the fuel for imagination. Out of the Comfort Zone: Leaning into Authenticity and Humility Once you commit to the principle of love, a high hurdle presents itself when leaning into authenticity in your leadership. Tolerating Curiosity Curiosity starts with questions. The Misunderstanding About Humor Laughter creates a runway for love to land on , and then take off again.
Here they are: 1. Shut Off Your Smartphone While smartphone activities can give you a big dopamine hit, they are distracting, they diminish brainpower, contribute to stress, accidents and fatalities, and smartphone surveillance impedes candor. Have No Rules Principles do more and go further than any rule ever could. Be Likable, Not Liked Wanting to be liked is normal, but it makes it difficult to make tough choices and give candid feedback. Play Favorites People are different. Show Weakness Being able to show weakness is a sign of courage and confidence. Best Idea, Not Consensus.
The manager's job is to run a decision-making process that ensures all perspectives get heard and considered, and, if necessary, to break ties and make the decision. Help People. Be generous with your time, connections, and other resources. Authentic truth is who you are.
Inauthentic truth is who you are when everyone is looking. Not leadership. Not serving. Inauthentic leadership is selfish. We use it to get something. To get us from A-to-B. As leaders, we need to be sure we are walking our talk. If we talk about service to others, then everything we do must be guided by that value. If we believe in building others, then everything we do must build others without regard for our own position.
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If we are empathetic, then our criticisms are constructive and measured, not strident. The alignment between who we are—our authentic truth—and what we say and do is critical. A leader who acts or his or her authentic truth is a leader that can be trusted. If we jump on every bandwagon that comes through, we can be perceived as not knowing our own mind. When we lead from who we are and not from where everyone else thinks we should, more than just being trusted, we can more easily adapt, grow, and lead in a thoughtful and measured manner.
Kind Of. Its power to propel us as creatives mighty beyond measure. But there is another truth. It is feeble. It is disingenuous. Cloaked in insincerity. Call it the inauthentic truth. We all want to ally ourselves with brands that have hitched their star to a purpose. You know who they are. The poseurs. The opportunists. The ones that are willing to embrace any cause, any movement, any social activism if it means getting themselves a place at the table.
Everything Begins with a Day One L. William Donaldson on Entrepreneurial Leadership W. Who Will Lead Us Tomorrow? Humble Leadership I. The Dichotomy of Leadership S. The Journey to Servant Leadership I. Co-Active Leadership I. The Excellence Dividend T. The Power of Vulnerability H. Moving Your Agenda M.
The Leadership Triangle A. The Mathematical Corporation Y. The Bridge to Growth W. Nothing facilitates community, collaboration, and innovation like humility. Humility is inclusive. It is inclusive of others ideas, others needs, others strengths, other contributions, and the realities that exist outside of our own head. A humble leader asks more questions and is open to more answers thus deepening the pool of resources they have to draw upon. But it requires a strength of character. Humble leaders are strong enough to admit their mistakes and learn from them.
Humble leaders are strong enough to celebrate their achievements of others. Humble leaders are strong enough to surround themselves with talented people without feeling threatened or diminished. Additionally, Humble people treat others as equals. Humble people are better team players.
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Humble people are willing to set aside their egos. Humility is the antidote to insecurity that often plagues us. A lack of humility actually drives insecurity. Humility makes your strengths productive and multiplies the strengths of others. Humility acknowledges a world beyond our own thinking and minimizes our own limitations. A good leader knows this and acts accordingly to produce the best results.
Do you have the strength to be humble? Gates has led and continues to lead in a wide variety of organizations and organizational cultures. The one feature of the institutions with strong cultures he has led has been a strong sense of family. At the same time, it is easy then to become insular and tolerate long-standing but inappropriate practices and behaviors because they are a tradition.
It is important to define what traditions must be defended and those that must be changed to enable future success. Only a committed leader can keep an organization—a bureaucracy—on its toes, continuously adapting, innovating, improving. More often than not those leaders are there, they just need to be liberated by the person at the top in an organizational culture of leadership. Not surprisingly, he identifies listening as the most critical thing a new leader can do. This is the best possible preparation of the bureaucratic battlefield. He includes many examples from the organizations he has served.
Gates cautions that while micro-knowledge is necessary, micromanagement is not. Without micro-knowledge, you are the prisoner of your bureaucracy and your staff, and they will play you like a cheap fiddle. In every industry there is a leader that stands out. A Superboss.
We can envision these noble, resonant, and genuine leaders as icons of effective leadership. But these virtuous leadership attributes are not the essence of leadership effectiveness. Authenticity without a positive impact on someone else is more narcissism than leadership. Effective leaders turn their emotional intelligence into helping others find their purpose and meaning. An underlying principle of effective leadership is that value is defined by the receiver more than the giver.
This value-added principle applies in almost every relationship. When I give my wife a gift, she defines the value of the gift. When I was newly wed, I got her tickets to sporting events and she often suggested I enjoy myself. I have learned that the real gift is figuring out what will be meaningful to her, not me.
Likewise, effective leaders recognize and serve the stakeholders who are impacted by their strengths, authenticity, and emotional style. They then work to deliver value to these stakeholders in ways that matter to the stakeholders. When leaders focus on the value they create for others, they think less about who they are and how who they are, will make others better. They realize that the value of their values is in that others will achieve what matters to them.
Ultimately, leaders are measured by what they leave behind and how their present actions shape future success. Who do I want to make better because of what I do? Who will benefit from my choices today? How will my actions be seen by and affect others? People struggle at work and at home. No one leaves their problems at the door when they come to work.
And it affects their performance. Coaching is critical. Developing people is or should be a top priority of leaders. It is developing a relationship that allows you to help people break through from one level of performance to another.
It is unlocking potential. Are You Trading Influence for Attention? When the leader steps on their toes, then the undisciplined rhetoric comes across as contemptuous. The Gift that Keeps on Giving. Leadership BS.