07/30/2010

Leadership

My Right to Kick Sand

written by Preston True - 1 Comment

I’m confused.

Today, I read an article in my local paper about a group of gun advocates arguing with the city commission to carry firearms at an upcoming community event – one that offers arts, music and food.  Apparently, it’s one of the most dangerous events of the year.

Here’s what confuses me:

• What do people really think guns are intended for?  Last time I checked, they’re intended to kill, or certainly to injure.  Some folks say guns are used in the world of sport for target competitions.  I’m a believer in upholding Constitutional rights, but I don’t think this community event is planning on having a target range set up or expecting a stampede of warthogs.
• What has the city commission entertaining a conversation about approving the carrying of guns at a community event?  This gun article ran alongside another article explaining that City Hall would be closed on Fridays due to budget constraints.  And I wondered where my tax dollars were going – silly me.
• At what point will people in the age range of 21 to 91 actually behave like adults?  Likely, I’m a bit influenced by the reporter’s perspective, but at the end of the day, isn’t this really just a bunch of middle-aged men kicking sand at each other?  My wife is right… the Y chromosome will never mature.

Beyond my obvious opinions, this article brings up a question for any of us to consider, especially in business:

How much time do we invest kicking sand at each other, fighting for a non-issue, and squandering valuable resources in the process?

What’s missing in organizations where this behavior is warranted?  Here are some thoughts:

1. A clearly defined purpose, both on an individual as well as an organizational level.  What do you stand for?  What does your company stand for?  It would seem many people and organizations are more familiar with being a stand for righteousness than taking care of it’s clients and employees.
2. A consistent focus on responsibility and being a contribution.  What are you creating today?  What is your organization creating today?  Too many are investing a significant effort (i.e. $$) in proving someone or something wrong, trying to control or protect, or cost-cut their way to success.  In any of those scenarios, you’ll hit the bottom in short order.
3. A public declaration of commitment and action.  What are you committed to and what action is aligned with that commitment?  Fortunately, this one is easy to spot – when your sales manager offers more excuses than solutions to declining sales, he/she is clearly more committed to saving his/her butt than taking a risk to make changes to behavior and action.

Where is your organization today?  Can you clearly articulate your purpose, responsibility and commitment?  Or will you offer a Constitutional rights argument?

Leadership Practices:

1. Interview five colleagues and ask them what their purpose is.  Then ask them what the purpose of the organization is.  Any answer is good – just look for the consistency or lack thereof.
2. Write out your five favorite excuses, the ones you use regularly.  What are you trying to protect?  What risk are you avoiding?  Identify what the exact opposite is for each excuse, then take action on it.
3. Make a list of EVERYTHING you are involved with.  Rate each item: 100% committed to it, 50% committed to it, 0% committed to it.  Eliminate everything that ranks 99% or less.  If you find your list is still too long, you’re really not committed to anything.

Purpose, responsibility and commitment are primary foundations of leadership.  Individuals and organizations who fail to build those foundations will eventually find they become nothing more than expert sand kickers.

Enjoy the beach,

Coach Preston

www.technobizcoach.com