Leaders Own It

Whatever is going on, whatever the issue, leaders own it. They take the helm and see it through. With clear foresight and insight, leaders understand that the project, initiative, or whatever the endeavor is, the responsibility for success and completion rests with them.

It could be something as simple as getting the day to day work done or as big as an acquisition or implementing a strategic plan. They don't make excuses, pass the buck, look for a way out or drop the ball. They own it. They, with enthusiasm and commitment, attention to detail, a focus on excellence, handle it all the way to the finish line.

What happens with each interaction, each responsibility is an opportunity and a requirement to build on their leadership equity and to build trust with those in the organization, or on the team. It sets an example that leaders are expected to set. It seems to be common sense, however, many 'leaders' don't have a clear understanding of their role and the impact they have on everyone around them. Missing a critical opportunity to 'own it' sends the message that it's okay not to finish, not to take complete responsibility for an assignment, or to pass the buck or drop the ball.

Leaders are fallible

You;ve read so many things about large companies - and smaller ones going under. One common thread that seems to be present is the leaders of those businesses didn't believe they 1) had done anything wrong, 2) could ever fail, and 3) took absolutely no responsibility for the failure. They become obsessed with making the numbers, growth, the wealth they are amassing (that is being approved by their boards), they have no basis in reality. Worldcomm, Enron, Madoff and many others fell because of a failure of leadership. They simply think they are infallable, beyond making mistakes.

It is so much more human and real to be fallible, to admit mistakes and be humble about it. We all make mistakes - every day. It's called being normal and it should actually be a relief to realize that it is okay to make mistakes.

It's what you do after the mistake that separates the chaff from the gems. You should openly, publicly and decisively admit a mistake, a wrong action, apologize, and state what you are going to do next. How are you going to fix it. Own the mistake and solution. This is the way to build trust, respect, credibility and sharpen leadership skills.

LAST DAY TO REGISTER
Strategic Planning for Business Growth

Strategic planning is one of the most powerful tools for ensuring business success.
Jan. 7, 2010
Dayton Racquet Club
7:30 - 10 a.m.
$47 includes workshop, breakfast, handouts & parking at Kettering Tower

Register at www.donnachildsconsultants.com/resources

Leaders Understand Service

It continues to surprise me, and it shouldn't, that leaders and business owners don't understand some of the most common sense basics about service and sales. If someone says I want to buy from you, you should respond with a courteous and quick followup and take the order.

I recently tried to purchase a gift certificate from a small business retailer. I tried doing it on the website on a Sunday evening and it was not available on the website, the website was not set up to take the transaction.

So I took the time to look up the email contact for the owner, who I know, and sent an email. I asked that I be called the next day so I could purchase a gift certificate as a gift. At this point, I am asking the company to call me so I can spend money. Not maybe, not let me see if you have what I want.

I got an email back from the owner indicating that they didn't offer gift certificates through the website and to call the store the next day and ask for the owner. I had already made two attempts to spend my money with this company and now the owner put it back to me to make the contact.

If you are a leader or business owner, don't let opportunities to make a sale, to wow your customers and build your reputation for excellent service and responsiveness get lost.

Leadership Matters

Leadership Matters

Strategic Planning for Business
Jan. 7
7:30 am breakfast
8 - 10 am. workshop

You know you need to do something to jumpstart your business or organization in 2010, but what? Strategic planning is a proven process helping businesses plan for and realize a more prosperous future. Set in place the goals and strategies that will change your results and the way you do business.

Dayton Racquet Club
40 N Main St
Dayton OH

Space is Limited

$47 (includes breakfast, parking at KT, workshop and handouts)
Register at
www.donnachildsconsultants.com

Leaders don't procrastinate

Leaders don't wait for later, for a better time or for a lighter work load to do what needs to be done. If it is something that is apparent it needs addressing or a change needs to take place, then a leader will tackle it now. Waiting for a more opportune time or when things slow down is not a good choice, it's procrastination or avoidance or laziness.



GE has owned NBC since 1986. We are in a down economy, there is a downturn in advertising revenue and a tight market to secure financing. GE is taking steps to shed the entertainment piece of its business because it believes it is a good business decision for the company. Maybe there would have been a better deal to be made had the leadership waited until the turnaround was stronger, say 2011.



As a leader, are you procrastinating about something that you should be doing? Strategic planning, adding sales staff, firing a poisonous manager, or improving your customer service. You know you need to do something and now is as good a time as any. Chances are the situation won't change until you change your mind about procrastinating and take action. Don't forget, leaders don't procrastinate.