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Taking over the top job, whether it's the CEO of a company or the manager of a department, is never easy. When done the right way, it results in inspired leadership; when done the wrong way, it can lead to disaster. To be effective, the people in charge must give their team a reason to believe in their talents and their ability to get people to work together. Great leadership requires decisiveness, authority, conviction, compassion, and, most important, the ability to set the right example. It would seem easy, but it takes a lifetime of trying to put it into practice. In Lead by Example, recognized leadership guru John Baldoni reveals the traits and abilities leaders need to know to inspire others to follow them. Readers will learn how to: listen for ideas • manage around obstacles • defuse tension • check their egos • stand up for what they believe in • manage crises • develop team confidence • recruit good people • deliver bad news • handle defeat • engage their enemies Filled with examples of visionary leaders who have overcome their shortcomings and achieved greatness, Lead by Example will show readers how to build trust, drive results, and win the respect of the people they lead.
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Set the Right Example
ALL EYES ARE ON THE LEADER. But they are not watching his lips, they are watching his feet. That is, leaders are judged not by what they say, but what they do. Example is fundamental to getting people to believe in who you are and what you stand for.
“Character is like a tree and reputation like its shadow. The shadow is what we think of it; the tree is the real thing.”
IT ALL STARTS WITH CHARACTER
What you do when you think no one is watching may be the best definition of character. Character defines who you are and forms the basis for your leadership. Without it, leadership is impossible; with it, leadership can flourish.
Character is ingrained within us. It is taught to us by our parents, teachers, and coaches; we learn from them. Leaders demonstrate character by insisting on values, abiding by principles, and upholding both in their daily lives. Employees look to managers not only for guidance, but for example. Insisting on good character means everyone must model that behavior. Sure, it’s easy to say, but it can be hard to implement in the real world. Good character may get you hired, but it is what you do with your character that matters.
So much of what we admire about our leaders comes down to their character. It is not their degree of affability that matters, as does the degree of respect. People of character command respect because they have earned it. One of the salient features of Level 5 leaders, as depicted in Jim Collins’s book, Good to Great, is their ability to put the organization first. Employees like that; it means that someone is thinking about the big picture as well as their role in it. Every organization is peopled with men and women who put others first. It is a matter of identifying them and putting them in positions where they can succeed, and in the process help others to succeed. That action breeds organizational character.
Insisting on good character means everyone must model that behavior. Good character may get you hired, but it is what you do with your character that matters. Employees caught up in scandals at corrupt companies may have been wholly innocent but many paid for the crimes of their superiors either through layoffs, loss of pension, or loss of personal reputation. If a manager cuts corners, for example, fudging an expense report, employees will take note. Pretty soon, a climate of “everyone does it” creeps in, and the organization loses not only integrity, but credibility inside and outside.
Define responsibility. Never assume that people know what their responsibilities are; tell them and then ask them to define such responsibilities in their own words. Responsibility for achieving objectives may be clear, but managers need to check whether employees know the code of conduct that defines civility and rights in the workplace but also they need to insist on behaviors conducive to good order. That means, managers can ask for, and insist upon, courtesy, cooperation, and collaboration as part of the job. Never accept the bad attitude, and never call it that term. When a person is out of line, define the behavior, such as acting surly, being uncooperative, or failing to work with others. Those are not attitudes—they are defined behaviors for which a person is responsible.
Hold the right people accountable. When people do something well, we like to reward them—at least good companies do. But when people slip up, accountability sometimes defers to the low person on the totem pole. For example, at Abu Ghraib prison camp, it was the noncommissioned officers and enlisted personnel who were punished first. Senior officers with line authority for the prison system, with the exception of Brigadier General Janis Karpinski, were not initially held accountable. That sets a bad precedent, not only with our troops but for other nations looking at our military judicial system. It threatens to undermine the exceptional work the Army has done in investigating wrongdoing and owning up to the problem. (It must be noted that a few more senior officers were later charged with either tolerating the culture of abuse or covering it up.)
Insist on actions, not words. Every organization professes to be ethical; even organized crime has some rules. But, as the adage goes, it is not what you say that matters, it is what you do. Take, for instance, the superstar performer who always makes the numbers and scores the big wins. If that person behaves as a jerk toward others, all too often managers will turn a blind eye. After all, they say, let’s cut him some slack. What the superstar gets away with would never be tolerated by lesser performers. Eventually, the superstar’s gains become shortlived because the workplace becomes so fouled by his negligent behaviors that good people find a way out, leaving only marginal players behind. Pretty soon the whole department stinks, and eventually sinks. There may be justice in that demise, but at what cost? Good people leave, performance plummets, and the organization suffers losses in reputation, revenue, and investor confidence. It would be better to pull the flagrant superstar aside with a warning to correct negative behavior supported by behavioral coaching or else face termination. When employees see superstars let go because they are abusive, it sends a strong signal that the company values ethics over dollars and cents.
Put people in tough situations. If you want people to grow and develop, you give them tough assignments. An extreme example is the U.S. Navy Seals. Their training is physically and mentally exhausting; candidates who want to qualify are pushed to the breaking point. It is certainly not for everyone, but if you want to develop a cadre of troops who can jump out helicopters at night in hostile territory to chase bad guys, you want people who are steeled to adversity. From a management perspective, grooming people for leadership means giving them opportunities to develop their skills, not in classrooms, but in real work situations. Then watch what they do and how they do. In addition to looking for results, examine how they worked with their team. Did they work with people or in spite of them? You want leaders who can bring people together for common cause. That, again, is character.
Reward good actions. One of the best places to see where good deeds are rewarded is on high school or collegiate sports teams. Look at who the players have elected as their captains. The players are not always the most talented athletes, but they are the most outward-directed. They are the ones who lead by example. Specifically, you will find them first to practice, last to leave. What they are doing at practice is essential to team unity. Often, they are tutoring fellow players in the art of the game, or more often, in the art of getting along with a coach, a teacher, or a fellow player. They are team leaders respected by their teammates. Managers may find such employees on their own teams. When they do, they are wise to put them in positions where their example can influence others. Better yet, good managers promote such people into positions of higher responsibility so their positive actions can have even greater impact.
Send the scoundrels packing. People who make managerial mistakes need education and coaching; folks who knowingly make ethical breeches should be sent packing right away. That sends a clear message that such behavior is never tolerated. If you let it slide—or at least, do not exact consequences in the form of demanding amends, bad things will continue to happen until something really bad occurs.
Why Character Matters
Character is a virtue, however, and if it does not show up on the bottom line, it nonetheless provides the basis for sustainability. If you manage for the short term, how you treat employees or corporate assets is less important. But if you operate for the long term, the caliber of the people you recruit, retain, and reward says much about the character of your organization. These are the men and women who will make the decisions that will develop products and services that offer value to customers who want to buy and shareholders who want to own. Character then does matter. Revealing it is essential to your future.
Table of Contents
PART I: SET THE RIGHT EXAMPLE 1
LESSON 1: It All Starts with Character 3
LESSON 2: Knowing What You Know (and Don’t Know) 7
LESSON 3: Accountability: The Buck Stops Here 13
LESSON 4: Courage: Stand Up for What You Believe 17
LESSON 5: Check Your Ego 21
LESSON 6: Take a Hard Look in the Mirror 25
LESSON 7: Patience, Patience 28
LESSON 8: Make Your Presence Felt 31
ACT THE PART 35
LESSON 9: Communicate, Communicate, Communicate! 37
LESSON 10: Listening for Ideas 42
LESSON 11: Developing Questions 47
LESSON 12: Giving Feedback 51
LESSON 13: Decisiveness: Decide or Not 55
LESSON 14: Influence: Getting People on Board 58
LESSON 15: Influencing Without Authority 61
LESSON 16: Know How to Win 64
LESSON 17: Hang Out the Lifelines 68
LESSON 18: Manage (and Lead) 71
LESSON 19: Managing by Inclusion 75
LESSON 20: Manage Around Obstacles 79
LESSON 21: Leading Innovation 82
LESSON 22: Moving from What to How 86
LESSON 23: Delegate (and Execute) for Results 89
LESSON 24: Upside-Down Leadership 93
LESSON 25: Make It Personal (Sometimes) 97
LESSON 26: Sustaining a Winning Culture 101
HANDLE THE TOUGH STUFF 105
LESSON 27: Defusing Tension 107
LESSON 28: Engage the Enemy 110
LESSON 29: Managing Crises 113
LESSON 30: Avoiding the Cross-Purposes Trap 117
LESSON 31: Delivering Bad News 121
LESSON 32: Persuading the Unpersuaded 124
LESSON 33: Handling Defeat 130
LESSON 34: Perseverance: Keep Pounding the Rock 133
LESSON 35: Resilience: Get Up and Do It Again 136
LESSON 36: Adaptability: Everything Changes, Even Leaders 140
LESSON 37: Forgive (Not Forget) 144
LESSON 38: Avoid the Blame Game 148
LESSON 39: Negotiate Position, Not Values 153
LESSON 40: Being Tough 158
LESSON 41: Letting Off Steam 163
PUT THE TEAM FIRST 167
LESSON 42: Developing Team Confidence 169
LESSON 43: Managing Dissent 173
LESSON 44: Recruiting Good People 176
LESSON 45: All You Need Is Love 180
LESSON 46: Get off the Pedestal 186
LESSON 47: Grace: Make It Look Effortless 189
LESSON 48: Humility: Get out of the Limelight 193
LESSON 49: Remembering the Past 197
LESSON 50: Humor: Lighten Up, It’s Only Work 201