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