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Intentional Leadership — D4, W2, M8 — Change

As you may remember, I recently went through a growth process called The Deeper Path; a coaching process facilitated by my colleague and mentor, Kary Oberbrunner. Part of the premise of this process is that for one to grow and realize one’s potential, we must embrace acute pain to end chronic pain in the various areas of our lives that aren’t working.

Today, spend some time in reflection with your journal. Take some time to think about the present path you are on in your life. What pain are you experiencing?

What’s not working?

What adjustments do you need to make to position yourself for success?

What three things do you desire to happen in your life over the next year?

What obstacles do you face in achieving these goals?

What changes do you need to make in your thinking and approach in order to get there?

Once you’ve spent some time identifying these things, take some time to map our an action plan for moving forward — starting today.

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Intentional Leadership — D2, W2, M8 — Change

For many of us, we change only when we absolutely have to — literally pushed through it by forces beyond our control — when the pain of not changing is worse than the pain of the change. We change reactively, rather than proactively.

As a leader, you can capitalize on these moments because people are now ready to act.

There are times when we make decisions quickly and emotionally, without considering all the factors involved. These are the decisions born of reacting (immediate and emotional) rather than of responding (thoughtfully, and with consideration for the risks, consequences, and implications).

Here is a tool you might use in considering your options when faced with a decision involving change. This is based on the steps of knowing, evaluating, then acting (changing).

Know: What is the level of pain your organization is in? What is wrong, confused, or broken within your team or organization that is driving you towards a change? Take a few minutes to describe the situation.

Evaluate: Now that you are in pain, and recognize you must make some change, what are three potential solutions? For each solution, write down at least two benefits to moving in that direction, and two risks or implications that are associated with taking that action.

Act/Change: To make this change, do you need to start something new, simply stop something you are already doing, or go in an entirely different direction? Based on these considerations, what’s the best solution you’ve come up with and what do you need to do to make it happen?

What will it cost you to do nothing?

Whatever you decide is the best course of action, the time to act is NOW!

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Intentional Leadership — D1, W3, M7 — Legacy

We all die. The goal isn’t to live forever; the goal is to create something that will. ~Chuck Palahniuk

I believe I’ve mentioned the idea, before, about how with every interaction we have the opportunity to build or damage trust (earn trust dividends or pay trust taxes, as Stephen MR Covey would say). Well, there are other types of capital for leaders; in addition to trust, there is personal capital (ability, time, and influence) — things you have control over, and corporate capital (brands, product lines, etc…). Every day, and throughout your career, you will have the opportunity to make trade-offs with the various types of capital you have within your control. As we would with our money, we might make a withdrawal of one type of capital in order to invest it in another area, with the expectation of a positive pay-off at some point in the future.

In many ways, your legacy as a leader will be defined by your ability to shift capital from unproductive ventures to more profitable areas.

For an example of this, take a look at Indra Nooyi, chief strategist of PepsiCo, Inc. She was the driving force behind Pepsi’s transition from just being a soft drink company to becoming a more diverse producer and distributor of some healthier fare. Under her direction, the company bought Quaker Oats, which brought Gatorade and Quaker Oatmeal into Pepsi’s portfolio. She also drove the acquisition of Tropicana, which allowed Pepsi to add a well-known fruit juice to the portfolio. Later, she persuaded the company to sell Pizza Hut, Taco Bell, and Kentucky Fried Chicken, essentially getting out of the “fast food” (or Quick Serve) industry.

Because of her efforts, only 20% of Pepsi’s sales wee from soft drinks by 2006, compared with 80% for Coca-Cola. Based on her accomplishments, Nooyi became CEO of PepsiCo.

What do you think she said when asked about the legacy she hoped to leave? She wanted Pepsi to be regarded as “both a commercial and moral success — turning profits while combating obesity.”

That’s a tall order, one might say, but it’s clear the woman is not easily discouraged by circumstances and conditions. She has a vision, she has the capital — both personal and corporate — to use at her disposal in crafting the company she dreams of…

Let’s transition now, and look inward. In what area of your life / business do you think you are wasting capital?

What can you do differently to reinvest your resources for a more favorable outcome?

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