Monday, October 22, 2012

Learning Leadership

I get repeated reminders in my head to adopt continous scanning and learning of leadership styles in my career. Whether I have mettle to apply them and will I shape up better depends more on how I train myself to learn it. These posts are self ruminations in the learning journey on the soft aspects of leadership.

Fact: You can either learn it the hard way or hardly learn it.

Good News: You get a style to suit you and you develop your own. So earlier the good lessons learnt, the better part will be available to live and flaunt the style for years ahead.

Bad News: is learning what your style is, or imbibing the practiced ways of established leaders to your style is tough. Following the prescriptions that worked for others will lead to fail if it is not a part of you.

Worse: is that we need to fear the self to prevent us doing harm to others (knowingly or as a consequence) yet not be scared of taking right steps in the stride.

It is a dichotomy world to live a leader life. Only if it is seen this way. The better part of leadership is to maximize the good within available and utilized resources.

The tough tasks get tougher because
1. All things you stand up for, are always critically reviewed in context (not yours but in receivers own world). Hence the need to be critically self-aware of the chances to succeed. To achieve it is imperative to persist as last man standing throughout the distance to deliver maximum good of everyone involved.

2. Assuming good behaviour and intentions in people yet looking for bad patches or tracking and coaching on undesired outcomes is not a contradiction, but the essence of leadership. As long as it helps you to ensure assured returns that do not diminish in/with time, it needs to be a contigous exercise.

3. Essential to explaining hard decisions is to apply the lens of logic and combine them with emotions and impact. Not everyone will see it a good move. But it is essential to move for good. If the move expands to take advantage within available means, then it becomes a harmonious existence of you, your organization and the spread of economic value.

4. Pushing the limits is not to test the breaking point but to challenge the greater innate abilities that is desired to be tapped.

5. Making decision on people is tough and is hard, but it is never postured nor executed with the suprise of attack. It is with good grasp of future that you value people, relationship and their suitability to changing trends.

6. Even in leading small teams, we find multiple differences and the need to make a coherent view to make a rationale decision and move with strict execution.

There are many facets of organization, shades of people and social/business opportunities where good things do churn out continously. It is the learning to lead the wave (even to change the direction or steer it off the blocks) that makes the job stressful yet eventful and colourful careers do exist for us to aspire and emulate.

How much mine will be is for years to tell me. 

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