Leaders and Damaged Relationships
Faith and Leadership
Leaders do things. Very often that “doing” entails change. This drive to do something mixed with ambition and wrapped in personality appeals to some while repulsing others. Leadership, however, isn't fully in our drive, ambition, or personality but in the influence we exert upon those who like and dislike us as its result.
It doesn't mean we are to be captive to the opinion of others rather we are to capture their opinion.
How to Beat the "Do More" Syndrome
How is it possible that something as ethereal as faith can be related to leadership? I believe it is, in fact, think we ignore it at our peril.
Leaders are faced daily with workplace demands that require more effort, more time, and more results. However, the demand for "more" isn't always just the product of our work environment but can come from our own internal drives. That is a good thing but is there ever a time when it’s okay to say “enough?”
Turn Employees Into Raving Fans
To say that leadership can be about community almost feels too soft, doesn't it? After all, leaders are the lone wolves, seeing the way and guiding lesser mortals into it. What if it’s true that our leadership is most scaleable and has its greatest effect when we think in terms of the system instead of the project?
How did the Occupy Movement grow so rapidly and cause such commitment from its followers? Was it because everyone who shared a similar ideology joined in the cause? Maybe. My belief is that the Occupy Movement was able to expand rapidly for another reason, one that had more to do with turning their members into raving fans.
Dependency In the Workplace
Conflict isn’t going away. If people look to you for comment, opinion, decision and ultimately action, regardless your intent and desire for a better present, the stuff of disagreements will remain. It isn’t a reflection upon your ability or integrity but the confluence of people and the competition of values.
Culture: The Third Rail of Leadership
Childhood and parent relationships can be reflected within the workplace. A way this can occur is by our exhibiting signs of dependency. Dependency in this sense simply means we are, at some level, dependent upon a person or understanding that we consider superior to us. Harry Levinson in his book titled “Executive: The Guide to Responsive Management,” said four aspects of this issue are especially relevant to good organizational fit.
If you lead from a foundation of values shared by your members, if you emphasize team building, if you involve your group when making decisions, if you support those who work with you and aren’t status or class-conscious or independent and individualistic then it’s likely you could lead in any social or organizational culture.