Transformation4Change

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

Protecting leadership centers on the belief that you can protect yourself and establish a sense of worth through withdrawal, remaining distant, hidden, aloof, cynical, superior, and/or rational. The Protecting dimension of leadership is comprised of three sub areas: Arrogance, Critical, and Distance. Each of these is strongly inversely correlated to all the creative dimensions of leadership.

Today, I complete the series on the limitations of reactive leadership.

Behaviors are the external expression of your internal assumptions. The general behaviors associated with protecting behaviors include holding back and watching how situations unfold, identifying what is wrong, illogical, or lacking in plans, seeing the flaws in others’ thinking, speaking, and actions, analyzing what is right and what is wrong.

Protecting leadership tendency suggests that you tend to keep yourself safe by acting aloof and maintaining distance in your relationships. You also hold back from the risks that might come from fully deploying your creative abilities. Safety means being above it all. This stance can come from an inner lack of confidence, self-doubt, inferiority, or its opposite, superiority. It may well be that you project an air of superiority, needing to be right, find fault, and put others down as a strategy to build yourself up. The need to build yourself up may spring from feelings of self-doubt and vulnerability.

Protecting is an internal set of assumptions that link security with distance, and worth with either being small and uninvolved or big and superior.

As you listen to this final episode of reactive leadership, reflect on whether you have a leadership tendency to be arrogant, critical or distant and do something about it because it will limit your leadership capacity to deliver results.

Thank you for coming on this journey with me on unpacking the significance of creative leadership and the limitations of reactive leadership. Have a fantastic week.

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

The word reactive is to be hasty, kneejerk, imprudent, combative, oversensitive, unthinking, touchy, volatile, or sensitive.

Reactive leadership focuses only on the problems occurring in the moment. This management approach makes prioritizing and focusing on the long term more difficult. Instead of allowing daily activities or routines to control your day, you want to be more intentional and do the things that really matter and will produce significant results. Reactive leadership focuses on problems and how to fix them as they surface.

In this episode I will focus on reactive leadership focusing on driven, ambition and autocratic.

Driven leadership is about the leader working in overdrive. It’s the leader’s tendency to measure their worth and security through hard work. It’s also a leader’s need to perform at a very high level to feel worthwhile as a person. It’s worth noting that good work ethic is a strength of this leadership style provided the leader keeps things in balance and can balance helping others to achieve results and the leader’s own personal achievement.

Ambition is about the extent to which the leader has demonstrates a tendency to get ahead and move up in the organization and be better than others. Ambition is a powerful motivator however, when a leader’s ambition causes the leader to be overly self-centered and competitive, they leave casualties on their leadership journey. I know of leaders who allowed ambition to cause them to step on others all in the quest to move ahead at all costs. Be ambitious but have balance!

A leader who is autocratic has the tendency to be forceful, aggressive, and controlling. It is the extent to which a leader equates self-worth and security to being powerful, in control, strong, dominant, invulnerable, or on top. The leader’s worth is measured through comparison, having more income, achieving a higher position, being seen as a most/more valuable contributor, gaining credit, or being promoted. As a leader, watch out for the negative effects of being driven, ambitious and autocratic.

Have a fantastic week and thank you very much for supporting transformation4change podcast.

The Limitations of Reactive Leadership – A Focus on Controlling

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

The word reactive is to be hasty, kneejerk, imprudent, combative, oversensitive, unthinking, touchy, volatile, or sensitive.

Allow me to talk about Controlling Leadership. Controlling type leaders use power to get things done. Results are what matters most to them. Using power to achieve outcomes often entails diminishing participation and respect for others. This undermines collective effectiveness and intelligence. When you are a controlling leader, it suggests that you strive to take charge, be on top, and you exert control over others to gain self-worth, personal safety, and identity. You see the world as made up of winners and losers, where powerful people stand the best chance. You believe that to survive, you must be one of them. You must excel heroically, be perfect, perform flawlessly, and/or dominate. Hence, you become one of the movers and shakers of the world.

Controlling leadership reflects the extent to which you establish a sense of personal security and worth through task accomplishment, personal achievement, power, and control. Controlling leadership is comprised of four subscales: Perfect, Driven, Ambition, and Autocratic.

Today let me focus on reactive leadership, controlling with a tendency for perfection.

The general behaviors associated with the Controlling dimension include: Competing, setting exacting standards, striving for perfection, using authority to take charge, influence, and get your way, exerting tremendous effort and energy to achieve goals, speaking directly and bluntly, pushing yourself and others to win, taking charge in most situations. The downside of the Controlling Leadership is the constant need (conscious or unconscious) to continuously excel, dominate, compete, win, and control.

Until we meet in the next episode, have a fantastic week.

The Limitations of Reactive Leadership – A Focus on Belonging & Passive

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

The word reactive is to be hasty, kneejerk, imprudent, combative, oversensitive, unthinking, touchy, volatile, or sensitive.

Reactive leadership focuses only the problems occurring in the moment. This management approach makes prioritizing and focusing on the long term more difficult. Instead of allowing daily activities or routines to control your day, you want to be more intentional and do the things that really matter and will produce significant results.

Reactive leadership focuses on problems and how to fix them as they surface.

According to Merriam-Webster dictionary, reactive is an adjective defined as “done in response to a problem or situation: reacting to problems when they occur instead of doing something to prevent them.” In this episode I will unpack belonging and passive under in reactive leadership regarding complying.

Belonging is about your need to conform, follow the rules, and meet the expectations of those in authority. It is the extent to which you establish a sense of worth and security from belonging to the group and living by the norms, rules, and values of that group. It is also about the extent to which you go along to get along; thereby, compressing the full extent of your creative power into culturally acceptable boxes. There are challenges with wanting to belong just for the sake of it. It is wanting to belong impacting your leadership authenticity. Is your quest to belong causing you to violate your personal beliefs and values? It is nice to belong but is belonging causing you to alienate your team and other leaders.

Being Passive describes the degree to which you give away your power to others and to circumstances outside your control. It is the extent to which you believe that you are not the creator of your life experience, that your efforts do not make much difference, and that you lack the power to create the future you want. Being passive creates significant challenges for you as a leader and in your life. Those who go through life passively will miss out on life, impact their mission, vision and destiny. Do not allow organizational politics, leadership infighting, turf wars, manipulations to cause you to destroy your self-concept, self-identify, self-esteem and who you are at the core. Be a leader or person who is courageous, bold.

Have a fantastic week and thank you for listening to Transformation4Change Podcast. Together, we make a difference.

The Limitations of Reactive Leadership – A Focus on Complying

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

The word reactive is to be hasty, kneejerk, imprudent, combative, oversensitive, unthinking, touchy, volatile, or sensitive.

Reactive leadership focuses only the problems occurring in the moment. This management approach makes prioritizing and focusing on the long term more difficult. Instead of allowing daily activities or routines to control your day, you want to be more intentional and do the things that really matter and will produce significant results.

Reactive leadership focuses on problems and how to fix them as they surface.

According to Merriam-Webster dictionary, reactive is an adjective defined as “done in response to a problem or situation: reacting to problems when they occur instead of doing something to prevent them.”

According to Bob Anderson and Bill Adams, most leaders (70 to 80%) are leading Reactively. Reactive leaders are often more concerned with how they are doing than with what they are doing; they do things right (defined by norms), rather than doing the right things; they over-control and micromanage; they avoid conflict by not addressing real issues; they fail to lead by constantly escalating ideas for change to higher management to get permission to move ahead; they hold decision making and creative engagement close to the vest—vested in top management; they expect top management to have all the answers, to provide the charismatic vision, and to fix the messes; they blame others for problems and claim no share of complicity themselves; they wait for the culture to change, for mixed messages to be clarified, and for guarantees of success before investing in change; they believe that vision and direction must come first from above, and that the job of those below is to receive it—rather than to co-create the future; and say what they’re expected to say in meetings and have the real conversations afterwards.

Being conservative is about the extent to which you think and act conservatively, follow procedure, and live within the prescribed rules of the organization with which you are associated. To be a conversative leader may be a strength or a weakness depending on your work situation. You may have to determine whether being conservative is an asset or a liability to your leadership effectiveness

Pleasing is about your need to seek others’ support and approval to feel secure and worthwhile as a person. People with strong needs for approval tend to base their degree of self-worth on their ability to gain others’ favor and confirmation. For these types of people, avoiding personal rejection is paramount. As a result, they are likely to do things that will keep them in good graces with others. They may be overly generous, act friendly all the time, be overly sympathetic, or generally submit to the wishes of others.

Have a fantastic week and thank you for listening to Transformation4Change Podcast. Together, we make a difference.

Championing change

To champion something means to vigorously support or defend it. When you champion a cause, idea, person, or group, you actively promote and advocate for their interests, rights, or success. Champions are often seen as advocates or representatives who are dedicated to advancing and supporting the object of their championing.

Barack Obama, about change said "Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek."

Championing change effectively requires a combination of strategic thinking, engagement and communication skills, empathy, and persistence. Championing change can be a complex and challenging endeavor, often fraught with various obstacles and resistance. Successfully navigating and championing change requires resilience, adaptability, and effective leadership.

I have read books on change management, and participated in various change management programs, projects, and initiatives. I have also supported leaders to lead and navigate change successfully. Since change is the only constant, and the speed of change continuously accelerates, can we stop waiting for change to happen and then start managing it? We need to champion change and lead the change instead of the change leading us. When we stay ahead of change, it means we are in control of that change instead of the change controlling us.

Creating and nurturing an environment for change, being comfortable with ambiguity, creating a learning culture, rewarding a growth mindset, and championing change we will be in a position to be successful through change.

In this episode of transformat4change podcast, I share a few nuggets on how to champion change. Happy New Year and have a fantastic week.

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

Today I complete the series on creative leadership and today my focus is on achieving which includes having a strategic focus, being purposeful and visionary, achieving results and being decisive.

When we refer to a leader as having strategic focus means they can concentrate on long-term goals, priorities, and objectives while effectively navigating the complexities and challenges of the present. It involves aligning decisions, actions, and resources with a clear vision to achieve sustained success and adaptability in a dynamic environment.

A leader who is purposeful and visionary demonstrates qualities that inspire, guide, and empower others toward meaningful and ambitious goals. Such leaders integrate their personal sense of purpose with a compelling vision for the future, driving positive outcomes and fostering alignment within their teams or organizations.

A leader who achieves results can translate vision and goals into tangible outcomes. This leader combines strategic thinking, effective execution, and the ability to inspire and mobilize the team toward achieving shared objectives. This leader is both action-oriented and outcome-focused, ensuring that their efforts lead to measurable success.

A decision leader makes timely and confident decisions, even in uncertain or high-pressure situations. They balance careful analysis with intuition and take ownership of their choices, inspiring trust and momentum within their team or organization.

As a leader, do you lead with strategic focus, are you purposeful and visionary in the way you lead the organization or your direct reports and team, are you achieving agreed goals and objectives, are you decisive when making decisions?

I trust that you have learned a few things from being a creative leader and you will continue your leadership journey on creative leadership. I suggest and encourage you to be a leader that others want to emulate, follow, work with and work for. A leader whose name comes up in conversations because you lead with authenticity, you lead from the core, you believe in excellence and achieving results, you don’t leave casualties on the way in your pursuit of achieving organizational outcomes.

Have a fantastic week and see you at the summit of achievers.

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

I trust that you are enjoying your leadership journey. When I talk to leaders, I remind them that leadership is a heavy responsibility and that a lot of people’s career progress and organizational results and outcomes rests on your shoulders. Are you taking this responsibility seriously and are you developing yourself to be an outstanding leader? Will your NAME come up when your direct reports or team members talk about the leaders they admire?

I continue with the series on creative leadership and today my focus is on a leader having systems awareness and not just focusing on a small area of work. Being system aware says that you know that organizational results come about when the whole system is working in consonance to deliver results. System thinking believes in the service delivery value chain. A break in the chain or a weak link in the chain affects the whole system.

System awareness as a leader is about your understanding and recognizing the interconnectedness of various components within your organization or its broader system. It involves seeing the "big picture" and appreciating how individual elements—such as teams, processes, and external influences—interact and influence each other. When you are system aware you can navigate complexity, anticipate the ripple effects of decisions, and create solutions that align with the system's overall objectives.

When you are system aware, it means you look at things from a holistic perspective, understand the interconnectedness, you are a dynamic thinker, you understand those who will impact and be impacted by your decisions, you are able to identify root causes rather than addressing symptoms, you monitor results, adapt to changing conditions, and encourage open communication to continually improve the system.

System awareness will improve your decision making, enhance the way you collaborate, increase your resilience, and improve your leadership ethics.

I wish you success as you continue your leadership development journey and in enhancing your skills in making your organization, team, community, home be a better place to live and work. I salute all the leaders out there doing their best to lead from their core values and lead with authenticity. Have a phenomenal week.

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

Authentic leadership encourages an environment where you feel safe to express yourself, take risks, and work towards a shared vision. This authenticity fosters strong team morale and loyalty. Authenticity is also about being genuine, transparent, and true to your values as a leader. Authentic leaders don't put on a facade or pretend to be something they're not; instead, they show up as their real selves. This kind of leadership builds trust and credibility because followers see the leader as consistent, honest, and reliable. Authentic leaders are becoming an endangered species, and we need to reinforce the importance of leadership authenticity and speak about the benefits of authenticity. Authenticity is your ability to relate to others in an authentic, courageous, and high integrity manner.

Authentic leaders foster trust because they’re open, honest, and consistent. Trust helps team members feel safe, encouraging openness and collaboration. Team members tend to be more engaged and motivated when they feel valued and understood by an authentic leader. Authentic leaders are self-aware and grounded in their values, enabling them to make thoughtful, principled decisions, even in tough situations. Authentic leaders tend to be open to feedback and self-improvement, making them adaptable and better equipped to handle change or setbacks. Are you an authentic leader?

Leading by integrity is about guiding others with a strong moral foundation, prioritizing honesty, ethics, and consistency in actions and decisions. Leaders who lead by integrity are committed to doing the right thing, even when it’s difficult, and serve as role models by holding themselves and others accountable to high ethical standards. Leading by integrity is another challenging area for some leaders these days. They rather follow the popular culture than stay true to their values. The US elections have revealed to me a few things about leadership that is troubling.

Leaders with integrity communicate openly and truthfully, sharing information transparently, whether the news is good or bad. They act in alignment with their stated values and principles, avoiding double standards or contradictions. These leaders take responsibility for their actions and decisions, admitting mistakes openly and working to correct them rather than shifting blame. They treat everyone fairly and respectfully, valuing all voices and avoiding favoritism or bias and make decisions based on ethical principles, not just personal gain or convenience, even when these choices may not be the easiest or most profitable. Let me stop here!

We need to go back to leadership authenticity and lead with integrity. The world is a better place when we have leaders who believe in the foundational principles of leadership authenticity and leading with integrity. Have a great week.

An Excerpt from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results, by Robert J. Anderson and William A. Adams (Wiley, 2015)

I continue the series in Creative leadership and the focus in this episode is on leadership collaboration, mentoring and developing and interpersonal intelligence.

A collaborator in leadership means fostering an environment of shared goals, mutual respect, and open communication within a team. Collaborative leaders recognize that they don’t have all the answers and are willing to listen, learn, and integrate ideas from others. Rather than dictating actions or maintaining rigid hierarchies, they emphasize teamwork and involve team members in the decision-making process. A collaborative leader isn’t a passive observer but an active participant who both guides and learns from their team.

A mentor and developer in leadership means focusing on the growth and development of others, not just on achieving immediate goals. Leaders who embrace this role invest time and energy in building up the skills, confidence, and potential of their team members, fostering a culture of continuous learning and improvement. Mentor-developers in leadership understand that their legacy isn't just the results they achieve but also the people they help shape along the way. Their focus on personal development boosts morale, engagement, and loyalty as team members feel valued and equipped to take on future challenges.

Interpersonal intelligence in leadership refers to a leader’s ability to effectively understand, communicate with, and relate to others. Leaders with high interpersonal intelligence are skilled at reading people’s emotions, recognizing their needs and motivations, and responding to them in ways that foster trust, collaboration, and respect. Leaders with strong interpersonal intelligence are often seen as approachable and trustworthy, creating a culture of openness and collaboration.

Have a fantastic week and continue to develop and enhance your leadership skills, behavior and attitude through these series. Thanks a million for taking the time to listen to my podcast. I am very grateful.