There’s no football, so other than eating what is likely the last BBQ of the season and indulging in too much beer you might be a bit short of entertainment.

Never fear, just click the link and settle in for some great viewpoints on leadership, management, employee interaction and other pertinent subjects at September incarnation of the Leadership Development Carnival.

You’ll not only find my favorites, Wally Bock, Steve Roesler and Jim Stroup, but a host of excellent writers and downright smart people.

It doesn’t matter if you agree with what they say (I often don’t), but agree or not you will learn and that’s the real value—oft times you will learn more from those on a different side of the subject than from those with whom you agree.

Click around the carnival and then come back and share what impressed you most or what set your teeth on edge.

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Post from: Leadership Turn

Jim Stroup at Managing Leadership describes it well.

“Initially the gurus told us that leadership was a superlative individual characteristic reserved to the elite, then a democratically distributed attribute accessible by all… first to vision, then decisiveness, then courage, then team-building skills, then forcefulness, then empathy. It’s about looking inward to one’s core self. No, it’s about communication and connecting with others.”

The list of leadership fashions is actually much longer than Jim’s list; different looks are marketed by different leadership houses and each has a name designer at the helm with more junior designers doing much of the actual work. Every so often one of these junior people leaves and starts her own house and so the industry grows.

Along with the major houses are the small independent designers who may be aligned philosophically with a larger house, but put their own spin on the product.

Just as fashionistas drive the cutting edge (which can be pretty weird) in clothes, anoint designers, models and wearers as icons and then trash them for being out of touch or too <whatever>, so, too, do leaderistas drive what’s fashionable in leadership, hold icons up for adulation, dump them from their pedestals when their feet soften and switch when more trendy designs comes along.

The greatest difference is that fashion products are made of real stuff, while leadership products are built of words.

Consider Lao Tzu, who, 2500 years ago said,

“The superior leader gets things done with very little motion. He imparts instruction not through many words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is a catalyst, and though things would not get done well if he weren’t there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him.”

and

“As for the best leaders,
the people do not notice their existence…
When the best leader’s work is done,
the people say, “We did it ourselves!”
To lead the people, walk behind the.”

In 1987 The Leadership Challenge presented the 5 Practices of Leadership

• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart

These days the hot terms are thought leadership and servant leadership.

If you’re getting tired of the leaderistas go back to Lao Tzu’s Tao Teh Ching; I have a copy that, measured in inches, is 4.5×3x3/8 in an easily readable font.

It will rev up your brain, sink into your MAP, juice your leadership abilities and add peace to your soul—not bad for a book you can put in your pocket.

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Post from: Leadership Turn

Everybody who aspires to the cult of all-knowing leader stops.

Everybody who longs for an all-knowing leader embraces the reality that no such thing exists. (Jim Stroup has an excellent discussion on this that started June 8 at Managing Leadership. I highly recommend it.)

Replacing these, everybody would

• learn leadership skills;

• apply them constantly to themselves; and

• occasionally in the outside world as circumstances dictated;

• take responsibility for their own actions and decisions; and

• partner with others as equals, whether one was in front or behind at any given time.

Not that I think there’s a chance in hell that this will happen, but it’s a nice thought on a beautiful summer Friday.

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Post from: Leadership Turn

“We will take the position here at the outset, then, that the family of definitions of leadership that we are discussing is that which incorporates the idea of ineffably sensed forward motion – profound vision, unfathomable wisdom or judgment, courageous decisiveness, a charismatic ability to attract followers, and the like.

After all, it is this type of leadership that we are being told we must place our faith in, so that its exemplars can grasp the reins firmly in their hands, and with reassuring sure-footedness steer we poor, benighted masses out of our barely perceived and dimly comprehended peril. Into which, let it be said again, those exalted exemplars’ predecessors led us.”

Please click over and read this brilliant, irreverent discussion of what leadership has come to be and why it destroys instead of sustains. (Be sure to subscribe to follow it.)

Then check out Wally Bock’s comments regarding the continued idiocy of the leader vs. manager concept.

And  my series on the same topic is worth reading if you haven’t already.

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Post from: Leadership Turn

I like that—laundry leadership. Great term.

So what’s available instead of laundry leadership, especially these days when so much of the laundry is dirty?

Why not organizational leadership? Leadership that percolates from every nook and cranny of the enterprise driving innovation and productivity far beyond the norm.

Following this to its natural conclusion makes leadership a corporate asset and one that needs to be managed for it to have the highest possible impact.

Jim Stroup, whose blog I love, is a major proponent of this idea and defines and explains it in his book Managing Leadership: Toward a New and Usable Understanding of What Leadership Really Is And How To Manage It.

Of all the leadership books, Managing Leadership is the first book I’ve seen that breaks with the accepted idea of the larger-than-life leader whose visions people embrace and follow almost blindly.

Stroup says today’s corporations are far too complex for one person to know everything; that, given a chance, leadership will come naturally and unstoppably from all parts and levels of the organization making it a characteristic of the organization, rather than one person’s crown.

Sadly, fear makes the idea that leadership comes from all people at all levels and should be managed to make the most of it anathema to many senior managers; they consider leadership a perk of seniority and prefer squashing it when the source doesn’t occupy the ‘correct’ position.

I highly recommend Jim’s book. Even if the management above you doesn’t embrace this paradigm, you can within your own group. Encourage your people to take the initiative, guide them as needed, then get out of the way and watch them fly.

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Post from: Leadership Turn

Millions of people are influenced and even inspired by writers and actors, but does that make them leaders? Angelina Jolie is considered a leader for her tireless charitable efforts as opposed to her screen credits; Rush Limbaugh may influence thousands, but I’ve never heard him called a leader.

It is the singular accomplishments; the unique actions that deserve the term, not the position you hold or just doing your job.

I knew a manager who thought his major accomplishment was managing his 100 person organization, but that wasn’t an accomplishment—that was his job. The accomplishment, and what qualified him as a leader, was doing it for four years with 3% turnover and every project finished on time and in budget.

Jim Stroup over at Managing Leadership wrote, “There is a strong and general instinct to ascribe positive values to what we have determined to be examples of leadership. In a world that so often confuses forcefulness with leadership, this can be – and frequently is, in fact, revealed to be – an exceedingly dangerous habit… There is a particularly frustrating – and increasing – tendency to characterize any practice or trait deemed “good” as “leadership.” When an executive exhibits behavior that is highly valued – or even expresses a perfectly ordinary one especially well – he or she is declared to be a “leader,” or to have demonstrated “leadership.”

Dozens of corporate chieftains who were held up for years as exemplifying visionary leadership now stand in line for bailout money—or dinner in jail.

There is no way to stop the word being used and abused, but you have the option to hear it for what it really is—a word with no baggage, no assumed meaning.

A word on which you focus your critical thinking instead of accepting it blindly, assuming that all its traits are positive or rejecting it based on nothing more than ideology.

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Post from: Leadership Turn

I find the topics relevant, but there are a multitude of similar topics every day, so what sets the ones I choose apart? Synergistic MAP and the writing.

I admit that I’m a writing snob. Quantity doesn’t equal quality; reading through dense prose bores me, so the ones I like are clearly and concisely written. This doesn’t mean other don’t have merit, it just means that they don’t do it for me.

The point being that you need to find sources that resonate and work for you, not for whoever recommends it.

That said, here are my four favorites.

Jim Stroup is responsible for Managing Leadership. Jim is who you read when you want to stimulate your brain and dig into the philosophical, strategic and tactical ramifications of business and politics. He’s also one of the most charismatic, brilliant writers I’ve found.

Steve Roesler writes All Things Workplace. Steve draws his topics from the situations he deals with every day in his work. His advice is practical, down-to-earth, common sense-based and, most importantly, immediately useable.

Phil Gerbyshak over at Slacker Manager is the guy for whom everyone wants to work. He provides great input, especially for less experienced managers—although I know a lot of executives who could benefit by following it.

Mark Jabo at Biz Levity fills my laugh bucket and helps me keep my perspective. His posts are my way of remembering that in the great scheme of things none of this really matters—except to the archeologists when they dig though our digital trash.

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Post from: Leadership Turn

I figured this out based on media coverage of leaders. After all, have you ever seen a media treatment of a follower?

Media co-opted ‘leader’ and ‘leadership’ decades ago and increasingly diluted the meaning until it disappeared.

Along with dilution, the media gave those they termed leaders the same treatment that was previously reserved for extraordinary athletes, celebrities and rock stars.

In doing so they created the monstrous, indestructible, uncontrollable ego found in every leader who bought into their hype; and reflected in compensation packages more fit for royalty than for business people.

And in case you haven’t noticed, you can find many of those massive egos in (surprise, surprise) investment banking, hedge funds, insurance and other sectors of financial services. But you knew that.

In fact, ego-mania has percolated throughout all industries, with little consideration for the size of the organization or its mission.

Further, in throwing the leader term around so loosely the media helped enlarge politicians’ already super-sized egos still more and extended the ego franchise to religious heads.

Not only are those egos super-sized, they also seem to be bulletproof.

How many of these ‘leaders’ have actually taken responsibility for what they’ve caused?

Have you seen them apologizing for their share of bringing down the global economy? Did I miss it? Boy, I hope you Tivoed it for posterity.

But the media’s gone pretty silent on the subject; lauding corporate heads seems to have gone the way of the dodo bird. But dodos aren’t the only extinct bird, the phoenix is, too. And like the phoenix, media leadership hype will rise again just as soon as we all forget—which, unfortunately, we will and that’s a historically proven fact.

By the way, I’m not the only one; Jim Stroup noticed the silence, too, only from a different perspective.

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Post from: Leadership Turn

Last Thursday Jim wrote Clarifying leadership and supplied me with my quotes for today.

The first is from Peter Drucker, who said,

“Leadership is all hype. We’ve had three great leaders in this century – Hitler, Stalin, and Mao.”

Jim considers this the most sensible thing Drucker ever said about leadership and I agree. Jim goes on to say,

“He was right. Those guys had it all: vision, oratorical ability, relationship building skills, charisma, relentless focus, outside the box thinking, follower-attracting magnetism…Moreover they had the unconstrained maneuver room to give their leadership the untrammeled free rein that the modern movement’s gurus also insist is vital.”

Hmmm, free rein. Isn’t that what deregulation gave our fearless ‘leaders’ on Wall Street and in corporate America?

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Post from: Leadership Turn

“But when you pick up a book by an academic, look for a sense that the author feels he or she is examining a species of being (you and me) that is not meaningfully self-aware. Such an author may interact with us while conducting research, but will not assign any validity to our own assessments of what we do or why. We are expected to cede that to him (or her), the scholarly expert, whose role it is understand and explain. Ours is merely to learn as best we can, sufficient to be able to comply with the scientific prescription for our suffering – and that with submissiveness and gratitude… Do not let yourself become vulnerable to an academic coup. Keep the scholars in the campus.”

Although I agree that countless academics have taken this approach over the years, I find the attitude not that much different from many of the business “leaders,” consultants, and gurus (self-proclaimed or otherwise) who write how-to and how-I-did-it books.

There are a few gold nuggets in almost everything written, but there are no silver bullets.

And, valuable as it is, reading takes time, so your goal should be to find the highest value for the lowest time/energy cost, which means that reviews and referrals are a good way to go.

But you need to keep certain things in mind,

• nothing will have value if it isn’t at least synergistic with your MAP (mindset, attitude, philosophy™)
• consider the source of a referral or review first;
• Google the book and read several reviews;
• remember that reviewers review through the prism of their own MAP; so
• trust your MAP and your reactions to what you hear/read.

Finally, never forget that you don’t have to finish a book you start—I promise that no thunderbolt will strike. If the book is a chore to read it’s unlikely that you will derive enough value to warrant the cost of reading it.

Please! Share your favorite business books here.

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Post from: Leadership Turn