Tag Archive for: accountability

Twelve Indicators Of Authenticity

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For seven decades, leadership scholars have conducted thousands of studies to determine the traits of great leaders. Thankfully, none have constructed a clear profile of an ideal leader. There’s no single leadership style or approach to leadership you can imitate to become a great leader. We can certainly learn from others, but we all have to find our unique authentic self.

Being an authentic leader comes from being more fully who you are. It’s that simple and it’s that complex.

Here are twelve indicators of being authentic:

  1. A sense of purpose. Authentic people have a sense of purpose that gives them a reason to get up in the morning and keep walking through the hard times.
  2. They resist conformity. Authentic people don’t need others to validate their worth. They can express their opinions openly when needed. Not to be compliant or defiant, but simply to be honest.
  3. Deep-seated curiosity. Authentic people are life-long learners and actively pursue feedback from others.
  4. The courage to be vulnerable. They have a close community where they share their struggles, fears, values, self-doubts, dreams, uncertainties, grief, and deepest joy – so they are comfortable bringing the full spectrum of their humanity to the world.
  5. They care about others. They are present and engaged, taking time to listen, tune in, and sincerely value others.
  6. They own their mistakes. Authentic people take responsibility for their actions, including their mistakes. and can admit when they are wrong.
  7. Humility. They know they are never the smartest person in the room and shine the light on others.
  8. They know their values, set good boundaries, and can say no.
  9. They work for the greater good. They are committed to service over self-interest.
  10. They respect others. Authentic people value of diversity, and are not threatened by, but welcome and celebrate differences. They seek to understand as many alternative work views as deeply as they can.
  11. They are accountable. They show up. You can count on authentic people.
  12. Authentic people are self-accepting. They know they can’t always exhibit some of these traits and somehow find a way to be okay with their imperfect humanity.

Tag a leader in your life that demonstrates these traits.

Why A Values-Based Approach To Leadership Is Critical for Engagement

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When you hold a kite’s string, you are the anchor that allows it to soar high in the sky. Letting go of that string does not make the kite soar to greater heights. In fact, releasing your grip causes the kite to crash to the ground.

Similarly, sustained principles act as an anchor for your leadership. Individuals who hold on to their principles reach their highest potential.

Many organizations have fancy value statements, but if you don’t have a clear path to get the values into the lives of every person in the organization, then these statements are empty resolutions.

There is a huge difference between values statements and real values.

Join David this Friday (February 23) as he shares his experience, research, and perspective on what it truly means to be value-based in your life and leadership – and the power that will come from it.

  1. Learn how being people-centered breeds entitlement.
  2. Discover how values-based leadership starts with value-based living.
  3. Leave with practical insights for engaging your teams by being values-based.

To register go to: https://lnkd.in/d37Prt4a

#leadership #values #authenticity #engagement #workculture #accountability #perspective #freewebinar

“Power Corrupts, Ultimate Power Corrupts Ultimately”

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I once met a CEO who never promoted anyone until they spent a minimum of six months volunteering in a charitable organization. She understood that when working with volunteers, titles mean nothing. “If you can’t inspire and influence people without a title, there’s no way I’m putting a title in your hands.”

Here are six ways to help ensure that power doesn’t corrupt you:

  • Surround yourself with people who will be brutally honest with you – and listen to what they say.
  • Assume you are never the smartest person in the room. Adopt a growth mindset and recognise that you can learn from everyone.
  • Expect the same from yourself that you expect from others.
  • Be open to challenge and constructive debate.
  • Create an open and transparent decision-making processes, and insist that people be involved.
  • Own your mistakes, seek feedback, and make amends.

Whether power is bestowed on us by the trust of others or by added responsibility, it’s critical that we stay conscious and alert to the warning signs of when power can blind us in our ultimate accountability to be a leader with strong character.

How Do You Know If You Are Drunk On Power?

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In 2020, Michelle Gibbings, from LEADERONOMICS, wrote a great article entitled, Four Warning Signs That You Are Drunk On Power. https://lnkd.in/gs5kSAZh.

Gibbings lists four warning signs:

  1. The leader thinks their rights and needs outweigh those of others and so their decision making is all about what works best for them.
  2. The leader stops listening to the ideas and opinions of others, believing that their knowledge and insights hold more weight and value than others.
  3. They ignore feedback from people seeing it as unhelpful and irrelevant, rather than reflecting on what is driving the feedback and what they may want to adjust to be more effective.
  4. They believe they are smarter than others and have little more to learn, and so they stop seeking out new ideas and diversity of thought.

What I’ve learned from the best leaders over the years is that titles don’t give you greater power. What they give you is greater accountability.

Canadian leadership team from Doka

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Earlier this month, I had the extreme pleasure of spending some time with the Canadian leadership team from Doka, an amazing company with incredible leaders from around the world.

I had a wonderful experience for three inspiring days as they demonstrated passion, accountability, authenticity, and a high level of engagement.

ACCOUNTABILITY: It’s Not About Criticism. It’s About Clarity

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In my role of board chair in a non-profit organization I’ve felt some strain the past few weeks. I’ve imagined that the executive director is unhappy with the board and am wondering whether we’re best serving this organization. An incredible board member who has been the glue holding the organization together since it’s inception is stepping down now that her tenure is up. I’ve been questioning if I’m able to fill her shoes. It’s stressful when you are unsure if you are meeting the expectations of the people who depend on you.

What I’m going to do this week is meet with the executive director and ask for help. We are going to discuss and negotiate what we expect from each other and how to best support each other. We will clarify how we define success in this organization, our agreements with each other, how to measure expected results, and what to do if either of us inadvertently gets off track. In short, we’re going to reset the compass of our relationship.

What we’re going to do is be accountable to each other. It’s not about blame or accusations or fault-finding or finger-pointing. It’s about ownership and clear agreements.

Accountability lies at the foundation of every good relationship. It’s meant to foster trust, decrease stress, build fulfilling connections, and get a grip on results that matter.