1.5 - About University

1.4 P RINCIPLES TO G UIDE Y OUR U SE OFL EADERSHIP T ECHNIQUESInspired by Geoffrey Bellman, Peter Block, Stephen Covey, Gene Dalton, Paul Thompson,Ralph Kilmann, David Ulrich, Jack Zenger, and Norman Smallwood.While leadership techniques and how-tos are helpful, they fail you in the long run unless theyare based on some firm foundations or principles. This table summarizes important principlesfor leaders. Use these as a springboard for developing your beliefs and thinking as a powerfulleader in your organization.P RINCIPLES UNDERLYING LEADERSHIP TECHNIQUESThe dangers of ignoringPositive steps to enactPrinciple this principle this principleModel the behavior youexpect from others: Berecursive.[☛ 1.8 RecursiveLeadership]Think strategically aswell as tactically. See thebig picture and alignyour efforts with it, butalso attend to details andget things done.[☛ 3.1 Strategy]Value accountability.Think of yourself asrunning a business withinyour organization—Team, Inc.Be results-oriented—build organizationalcapital and growth; andpeople-oriented—buildhuman capital andgrowth. [☛ 1.7 Results-Based Leaders]Manage complexity andcope with ambiguity.[☛ 6.3 ComplexSituations]If what you say is different from whatyou do (i.e., the audio doesn’t matchthe video), others will quickly sensethis. They will mistrust you, even ifthey can’t specifically say why theyhave doubts.Ineffective leaders are often too detailoriented.This can lead to losing sightof the big picture while micromanagingothers. On the other hand,talking big and not delivering is alsoineffective. A balance of strategic andtactical thinking is required.Leaders who have not defined theiraccountabilities are often frustrated bylow-value activities. They blameexecutives for “not making good use ofmy skills.”Emphasizing results at the expenseof people is a short-term tactic at best.Emphasizing people at the expense ofbusiness results bodes poorly forthe long-term survival of theorganization.Lack of tolerance for ambiguity andcomplexity pushes you and others tosuboptimal, narrowly drawn problemdefinitions, solutions, and roles.[☛ 7.1 Problem Framing]The best way to encourage exemplarybehavior is to model the behavior youwant from others. If you want feedback,accept feedback. If you wantopenness, be open. If you want results,produce leadership results.If you are too detail-oriented, askyourself “Why?” Ask big-picturequestions. Alternatively, if you are abig-picture leader, but have troublepaying attention to details, worktoward balancing your perspective byfocusing on tactics.If you were an independent businessdelivering your function within yourorganization, what would you stop?Start? Continue doing?[☛ 13.3 Accountability]Typically, operating and financialmeasures need and receive a lot ofattention. Expending an equal effort onassessing and developing people bestensures long-term organizationalsuccess. [☛ 13.9 Human Capital]Take time to explore issues that mightbe too narrowly defined. Helpambiguity-phobic others bysummarizing content and processfrequently.SECTION 1 FOUNDATIONAL CONCEPTS 11