Leadership Nirvana … What the heck is that?
There have been times in my career when I have experienced what can only be described as leadership nirvana.
When I have been part of teams that achieved leadership nirvana, we seemed invincible.
Teams that were much more than the whole being more than the sum of its parts: We were exponentially greater!
I am even writing this – recalling those times when the team pulsed and hummed with potential – I feel my pulse quicken, the adrenaline courses and I still get an endorphin rush.
During the early years of the Bosnia/Croatia war, I was the Sergeant Major of a company of infantry soldiers who were rated the most combat ready in our division.
We were skilled, efficient, driven, hungry and proud!
We were proud of our accomplishments and so loyalty to each other that we would rather die than let someone down. We were in the highest level of service to each other.
Servant leadership might be the antithesis of your thoughts on Army or, possibly, business leadership. Nonetheless, this was the ultimate example of Servant leadership—focusing first on the needs of soldiers to achieve results.
[bctt tweet=”Servant leadership might be the antithesis of your thoughts on Army or, possibly, business leadership. Nonetheless, this was the ultimate example of Servant leadership—focusing first on the needs of soldiers to achieve results” username=”sdaparatus”]
What is the underlying methodology for performing this remarkable accomplishment?
STEP #1 ACT
STEP #2 BE
STEP #3 DO
Yet, Infinitely Complex
STEP #1: ACT
Commit to ACT’ing in the manner that you want to see more of and being engaged, regardless of the circumstances.
Think about what it is you would like to see from your team and model it, try:
More Enthusiasm. Less Cynicism.
More Results. Less Busyness
More Objectivity. Less Wishing and Guessing.
More Focus. Less Distraction.
More Approachable. Fewer Eggshells.
More Patience and Kindness. Less Grumpiness.
More Encouragement. Less Withholding Encouragement.
More Appreciation. Less Entitlement and Neglect.
More Listening. Less Telling.
More Truth. Fewer Half-Truths, Omissions, and Exaggerations.
More Creativity. Less Mediocracy.
More Pursuit. Less Passivity.
More Humility. Less Ego and Politics.
More Time, Effort, and Care.
STEP #2: BE
Commit to BE’ing connected by talking, listening and showing and sharing.
Have more frequent, intimate and meaningful conversations about what it is you and your team do and the value you and your team bring to the world.
Show people the big picture more often.
Share any external feedback – good and bad – you get from the people you serve.
Share it as much as possible to help your people be more connected to that big picture.
Share your purpose, your mission.
Let people know you have their back and appreciate them.
Tell them. Show them. Encourage them. Thank them.
Do it in person and do it in writing.
Consider a quick daily meeting that allows everyone to share what they are working on and any challenges they are facing to help people feel more connected to each other and each other’s work.
When we are more connected to each other, we feel better about each other, more accountable to each other, and have an easier time supporting each other.
STEP #3: DO
Want stronger people and develop future leaders?
DO involve them in solving the challenges you face.
Whenever possible, let your people lead the effort to make something happen.
Let them see things from your point of view, so they are better informed and have a better chance of solving problems with you. And, eventually without you.
Ask people often to give you their thoughts – good and bad.
Ask them how they would change things if they were in charge.
The really and sincerely listen.
When we are more involved in something and more accountable for something, we are more engaged.
Do whatever you can to help people be personally responsible for results and serving the people you serve.
Let them know that you involve them because you are interested in their development and in them becoming more valuable to the organization.
If you have created that high-trust environment and high-trust relationships, let them know you are helping them practice and perfect their abilities so they are valuable no matter where they work.
What happens in your place of work?
It may be obvious to find leadership euphoria when the goal is honourable. But trust me, it isn’t a given.
All organizations struggle with developing the leadership culture required to achieve nirvana.
That said I felt close in less dramatic settings, like nailing a project or closing a big deal.
It doesn’t happen every day, and you may never reach it, but it is to Act, Be and Do your job as the leader to clear the path to nirvana!