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Change: The process of becoming different.

In this, our eighth month of this Intentional Leadership* journey,  we will closely examine the process of change; which is, oddly enough, the only thing that seems to be consistent in today’s world! If you can count on any one thing, it’s that change is either on its way or already here! And how we adapt to and manage change will make an enormous difference in our path to success and satisfaction.

Change is happening at a dizzying pace that appears to be moving faster all the time. This is true in all aspects of life, including business, and if you aren’t able to anticipate, recognize, and adapt to change, as a leader, you will certainly fall behind. Not only is change a requirement for growth, it is actually necessary for survival.

Think back over the course of your lifetime and remember some of the things that have come and gone. I grew up in Southern California, and I remember buying actual ticket booklets at Disneyland. The “E” ticket was the most desirable, as they were for the best, most exciting rides in the park. If I remember correctly, there were a lot more tickets in the book for the “A-D” rides, and if you wanted to go on more than one “E” ride, you had to buy more “E” tickets! I remember rotary dial phones; cell phones as big as a shoe, and heavy as a boot! I remember when you could actually buy “penny candy” and a bag of M&Ms was 10 cents! This list could go on and on…and I’m sure you have one of your own, possibly similar to mine, or very different if you are from a different generation.

The point is, change is inevitable and we must be able to work our way through it, and remain committed to it, even when it appears as if nothing is happening. This requires leaders to be steadfast, holding tight to their convictions, willing to sacrifice for what they believe to be the right thing. Eventually, the transformation will happen and we will all easily see the benefits of having stayed committed.

To be truly successful in these ever-changing times, we must not only adapt to change, but we must welcome and embrace it. Our most valuable skills in these times are flexibility, resourcefulness, and resilience. To take it one step further, leaders who are able to anticipate change, and prepare for it before the need becomes obvious, are much better prepared for what’s to come.

As we get started with this new month, new focus, take some time today to ask yourself these questions:

How can I be more flexible to the changes happening around me?

In what areas do I have opportunities for growth in terms of changing the direction of my leadership, that will allow me to work through change more effectively?

What changes have you made in your life, to-date, and what growth do you attribute to them?

How has your self-confidence changed as a result of successfully navigating change?

Much more to come on this topic. “See” you tomorrow! In the meantime, have an intentional day!

 

*From the Intentional Leadership booklet by Giant Impact. 

As this is our fourth, and last week focused on Legacy, it’s time to get serious about what we can be doing to ensure we are developing a sustainable legacy.

Yes, I’m talking about not just developing a positive, long-lasting legacy in terms of what people remember and say about you when you are gone. I’m talking about developing successors who will carry on the work and culture you put in place while you were the leader.

John Maxwell talks about this in the 21 Irrefutable Laws of Leadership, when he talks about leaders developing leaders rather than developing followers. It’s about helping others grow, along with your business.

You can see this in real life when you study businesses or other organizations after a particularly effective leader moves on. One example you might read up on is Southwest Airlines. Beyond building a successful airline, Herb Kelleher left a legacy of developing leaders within his organization. He had a unique style and developed a unique culture within the organization, and he didn’t want it to just be a cult. He wanted it to survive him and continue to thrive.

To make that happen, he brought in strong, talented people and helped develop their skills and leadership abilities. You see, it wasn’t all about Herb; he wasn’t doing what he did just so he could stand in the spotlight alone; he enjoyed training others so they could shine, too. It was intentional on his part.

The technical training is important, but it’s not what will allow people to step confidently into their potential. It takes much, much more than that.

To build the foundation for a lasting legacy, one must embed mission and culture in the lives of their successors.

Your action for today: What can you do to convey the mission and culture of your organization to its future leaders?

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?