1 part remembering this is the most elegant challenge in leadership
1 teaspoon of relaxation in knowing it is an iterative process
1 meaningful dollop of courage to fire people with grace and dignity
1 crystal clear realization that fit and passion trump experience in hiring
1 amazing mentor who reminds you to lead not from fear but from joy
1 jar of honey
1 board willing to share ownership
1 leader willing to gift the company to the people who are in it
Following the critically acclaimed 2014 Documentary on the life of an AFL Coach, this next installment will take you inside the hearts and minds of a remarkable group of young men, the AFL Captains.
You will see what it takes to reach the pinnacle of leadership at the elite level of our great game. With unprecedented behind the scenes access to the inner sanctum including never before seen on-field vision and audio, you will witness first hand the human side of the AFL Captains.
With generous unguarded honesty they share their very personal stories of life in and out of the spotlight.
Prepare to be taken on a roller coaster ride of emotions. From euphoria to despair and back again. For not only have they chosen this most demanding role, it has chosen them.
These are the Chosen Few.
This documentary from Peter Dickson provides a fascinating insight into leadership. Although it is focused on AFL, it has ramifications for all areas. It also touches on the work of Leading Teams.
One of the compelling features is the ability to capture the fragile side of sport. I am reminded of the documentary from Rob Dickson, Peter’s brother, from a few years back featuring Shane Crawford.
As an educator, I have learnt to ask one question. “What is the purpose and what is my intention?” If I stay true to always asking this question, then I will stay true to myself.
If you love to give feedback, but you never seek feedback, you’re toxic.
As an elementary school principal, here’s the approach I’ve been taking with change: “Here’s what we’re doing, here’s why we’re doing it, and here are some of the ways I will support you!” Now I’ll be toying around with the idea of also proactively addressing the elephants in the room. Furthermore, we should allow for teachers and staff to respectfully and honestly discuss these obstacles, as opposed to us trying to sweep them under the rug. After all, flaws will be talked about in one way or another, and critical conversation that gives everyone a voice is preferred to potential venting in the faculty room.
One secret of leadership development is providing time for others to engage in self-reflection.
- What do you already know? How might that apply to current challenges?
- What are you doing that makes you feel energized? What does that say about you?
- What makes you feel connected with people? What blocks connection?
- When do you feel most powerful? Anxious? Successful?
- What is your role – not title – on the team? In your organization?
- What’s confusing? Where do you need greater clarity, simplicity, or focus?
- What do your hobbies say about you? How does that inform your leadership journey?
- What frustrates you?
- What are you reluctant to try?
- How might you maximize your strengths?
- Who on your team should you be developing? How?
- Who has helped you on your leadership journey? How are you different because of them?
If you are a newly appointed leader here are a six tips to help you wrestle the invisible beast:
- Spend time listening, seeking to understand the prevailing culture, “the way things are done around here”.
- Be a questionable person. Identify the things you don’t agree with in the culture and have the courage to lead a life that is in opposition to those things.
- Identify the crusaders, the nay-sayers and the influencers.
- Take care not to get sucked into the prevailing culture, it is very powerful and you will be subsumed into it if you don’t have the courage, or strength to resist.
- Develop strategies to change those aspects of the culture you don’t agree with, strategies to develop new norms.
- Once a new strategy or norm is established, commit.
Why do women believe they need to have all the criteria to apply for the role? Why don't we acknowledge that people can grow into their role?
- They know their why
- They are provocative
- They have a clear process in place