With the world more and more concerned about climate change, it is important to spend some moments considering how this same principle is applied to leadership.
Are you the lead son who is more interested in the climate, or is he the son of lead that is most interested in the weather?
Consider differences:
The weather is the weather today and tomorrow. Are you renting now? Will it be sunny tomorrow? What am I going to use this afternoon?
That is the weather.
However, the weather is much more interesting and much more important for the leader.
The weather is the climate about time, and a huge amount of white and ability to handle is needed.
Tactical leaders are almost exclusively deal with the study of the weather. What is happening today? How are we configured to deal with what is happening today? Are we all safe at this time? Are we having a good month? Do we get to our goal of the months?
The problem with this approach is that subtle changes over time can significantly alter competitive panorama to the extent that all commercial and commercial sacrifice becomes irrelevant.
Strategic leaders should be more interested in understanding the climate. How do they prepare for the weather next year, three years later, five years later? Thirty years in the future?
As a leader, his work is future proof, his people and his business.
Wayne Gretzky, or fame of hockey, said that the reason he was such an outstanding player is because he skates where the album will be, where he is, or where he has been. The reason he was so expert in this was because he was a student of the game, and realized that his work was to anticipate, not to react to the events as they developed. The great leaders do the same: they respond intentionally, they do not react urgently.
In your business it can be described in this way:
Climate:
What is happening right now, today, tomorrow, next week, next month?
How do you see the P&L sheet? How do you see the sales forecast for Q2? What shows the cash flow forecast for next month?
Climate:
Our central values and vision statements. Our mission. Our medium -term strategy and long term. Our recruitment policy. Our leadership development program.
Steven Covey, of the 7 habits of the fame of highly effective people, reminds us that we should not discover how to prioritize what is in our schedule, but we must discover how to program our priorities.
Most of the leaders (well, those not enlightened, at least) tend to spend their lives in a stressful and completely horrible box: quadrant 2 of the Eisenhower decision matrix below – AGH.
If you live, more than not, in quadrant 2, you are simply not doing a good job by assigning resources to resolve better conflicts. He is not doing a good job when he managed, his time and his business, he is not an effective leader who is treating in problems based on the climate.
You must have a priority to discover how to live almost all the time in quadrant 1, doing really important but not urgent things at a reflective and efficient rhythm. The weather.
Any good doctor will tell you that you cannot start proactively solving a problem until the problem has at least the leg well identified and defined, so it is likely to have a variety of tests and radiographs:
Give yourself a qualification for your strategic leadership skill and competence 1 to 10 above, for example, the last nine weeks.
1 = truly, truly terrible. Shameful, really.
10 = as close to perfection as it is humanly possible. Soon they will build a statue, I’m quite sure.
Suggestion: It is not absolutely a “10”, I’m afraid.
If it is not a 10 (and it is definitely not), it means that there are some holes. QED.
But where are the holes? How serious are the holes? How long does the gap leg take there? What caused the gaps and how can you close them? Will the gaps seriously limit it to you, your people and your business?
Take a leadership evaluation.
Some evaluations measure personality types, while others measure communications styles, and others are designed to measure strengths, skills, attitudes, etc.
The evaluation of which it gives the evaluation that corresponds to pay close attention to the results and resolve some fundamental changes: online, well, why only the reference exercise in the first place, right?
To adulterate intentional and badly appreciating the genius of Tom Landry or Dallas Cowboys Fame:
“A leadership evaluation is something that tells you what you don’t want to listen, that makes you see what you don’t want to see, so you can be the one you always knew you could be.”
Your leadership evaluation is the answer to “Am I thinking too much about the weather and not spending enough time dealing with the weather?”
Grab your umbrella.
Written by Antonio Garrido.
Have you read?
The best medicine schools in the world.
The best universities in the world.
The best international secondary schools in the world.
The best business schools in the world.
The best fashion schools in the world.
The best hospitality and hotel management schools in the world.
