Leaders who conform to the norm don't bring anything new to the table -- they aren't innovating.
Want to hear something alarming?
The Institute for Corporate Productivity conducted research with 665 global organizations and found that half of managers admitted to hoarding talent – keeping their best employees in their current roles. That’s not all…
Lending credibility to the premise that talent hoarding can have detrimental impact to an organization, the research also cited that high-performance organizations were twice as likely to prioritize movement of talent, compared to low-performance organizations, which were 2.5 times more likely to say the movement of talent doesn’t matter.
Inspired by the Leon Wieseltier’s Article “Among the Disrupted” in the New York Times January 18th, 2015 Book Review Section.
For some, the word “innovation” conjures up feelings of open frontiers, the future, unbridled possibilities. For others the word conjures up feelings of dread. Not because they are not interested or excited by innovation, it is because of the pressure that comes with an environment that is driven to innovate faster and better. Tremendous pressure and anxiety exists when people turn a creative, open, and fun process into a specific activity—picture a domineering manager stating to her staff, “Today we innovate and we don’t leave this room until we are done!” No, you cannot force yourself or your team to innovate. Innovation is not a task.
In today’s turbo-charged, nitro-powered, gotta-go world, we are pushed to perform faster and, in many environments, we are rewarded for speed. However, it’s very difficult, if not impossible, to achieve the right objectives on time if you are not clear on what success really looks like, on the resources required, and have a plan. Taking the time to prepare and identify a strategy to achieve success will prevent truly detrimental derailers and, in turn, help you beat your deadlines.
In the end, nothing will matter as much as the legacy you leave behind. Successful leaders tend to focus on the future, on five-year plans and long-term strategy. It takes a conscious effort to create and leave an intentional legacy and shape what will be remembered from your time in a position of leadership.
Your team should focus on productivity, but as a leader, your focus should be on bringing the right perspective to your role.
Around the world, there are leaders who are intentionally or unknowingly relying upon their psychic abilities and those of their employees to relay important information with disastrous results. The results of failed telepathy range from massive product recalls, failed change initiatives to unengaged employees. Humor aside, the lack of information and assumptions made by leaders regarding things as broad as their vision to as specific as individual performance expectations leads to big problems that are easily avoided.
Sadly though not surprisingly across the U.S. in companies small and humongous there are tens of thousands of leaders who are doing a lousy job. Some may not know they are doing a bad job and many other leaders know they stink but are stuck; unable or not knowing how to change. These Leaders suffer from Lousy Leader Syndrome (LLS).