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Intentional Leadership — D5, W2, M12 — Belief

Good morning and Happy Friday! I hope this day finds you well and happy, after enjoying a delightful Thanksgiving with friends and family.

I have been working on a major transition in my life for a while now, and more intensely over the past few weeks. Finally, I have stepped through a doorway, so to speak, largely because of my belief in myself, my purpose, and my calling. In a lot of ways, what’s happening in my life was inevitable, I believe. I have a vision; I have the support and encouragement I need; I have knowledge, some level of wisdom, and experience to carry me forward; and I have a strategy to bring my dream into reality. Finally, and maybe most important, I believe I will be a success in my endeavor. So, this month’s topic is particularly relevant to me these days.

How about you? How important is what you believe, right now with where you are in your life today? What does it mean for where you are headed tomorrow?

And speaking of tomorrow…what plans do you have? How will you spend your time this weekend?

What thought are you giving to preparation for next week, as it brings with it a new month and the beginning of the end of 2013?

What thoughts, by chance, are you giving to preparation for 2014? It will be here before we know it!

I am actually taking a bit of a different approach to this weekend; it will be all about family, fun, and relaxation. It’s truly time for a short break…to reflect, regroup, adjust my view of the world, get comfortable with my new priorities…and celebrate a couple of birthdays. Delightfully, my Monday will truly be my own for the first time in a long time.

Whatever you choose for your weekend, I hope you are intentional about it. Remember…as each moment passes, it is gone.

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Intentional Leadership — D2, W4, M11 — Initiative

Last week, I spent a few days with a group of like-minded, growth-oriented people from across the US and Canada. We were talking about our dreams and what it takes to bring them to fruition (it was a lot more profound than this, but simply put, that was the focus). One recurrent theme was “Dream Big.”

Dream Big!

After all, what’s the point of dreaming if you aren’t going to Dream Big?!

And why wouldn’t we dream big within our organizations, as well? Typically, in organizations, we speak of the BHAG — or Big, Hairy, Audacious Goal (Thank you, Jim Collins and Jerry Porras), which is a “commitment to challenging, audacious, and often risky goals and projects towards which a visionary company channels its efforts.”

What BHAG would propel your organization forward?

How can you use it to inspire others?

What steps would you need to take to initiate this BHAG?

What will you do, now, to get started?

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Intentional Leadership — D1, W3, M11 — Initiative

Be willing to make decisions. That’s the most important quality in a good leader. Don’t fall victim to what I call the ready-aim-aim-aim-aim syndrome. You mist be willing to fire. ~T. Boone Pickens

In the late 1980’s, Paul O’Neill became the first outsider to run Alcoa (aluminum manufacturing). When he took the helm of this highly cyclical manufacturing business, it was having significant difficulty weathering the troughs of its normal cycle.

O’Neill had spent his career up to that point largely as a government civil servant. When he stepped into the CEO role at Alcoa, he did something that seemed totally counterintuitive in business. Rather than focusing on production and finance, as many new CEO’s would do when needing to turn a company around, he focused on what was considered “soft issues”: safety and teamwork.

While Alcoa had the industry’s best safety record at the time, and had been making strides in reducing injury rates each year, O’Neill let his Safety Director know that the only acceptable injury rate was ZERO! His belief was that ”You can’t get safety unless you really understand your processes.” And by diving deep into the work processes in every aspect of the business, the company was able to shed light on all of the behaviors surrounding how people did their work…behaviors that led to high quality and poor quality, behaviors that lead to strong teamwork and no teamwork, behaviors that led to safe work practices and unsafe work practices.

In essence, he set his sights on the one thing that inarguably affected every single person in the operation, and around which everyone shared common ground: Every person should go home from work each night in at least as good of condition as when they arrived for the beginning of their shift. By focusing on this one aspect of their business, they were, in effect, focusing on all aspects of their business. And, by improving performance around safety, the company improved its quality, production times, loss due to waste, financial performance, and customer relations.

The point here is that O’Neill had a vision, strategies to support it, he identified common ground, rallied his employees around the goal, and took initiative not only to set it all in motion, but did it in a very unorthodox manner…and he started down this path on his very first day at work.

The story of Alcoa’s turnaround is used as a case study in many management programs. Here is just one article about it. It’s an interesting read if you have the time.

As we begin our third week of focus on taking initiative, it’s important that we understand this basic concept: Initiative allows a leader to uproot problems before they balloon into crises.* When you are proactive in the short-term, it allows you to also see the big picture.

Think about what’s going on within your team/organization right now. What issue could you deal with now, that will prevent having to put out fires later?

Once you’ve identified the issue(s), think through how you can best approach it, and schedule time to deal with it before it becomes something much bigger.

*From Intentional Leadership booklet, by Giant Impact.

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