For example, if a particular course of action will greatly increase profits during the next quarter (which might delight shareholders and executive management)–and yet that same course of action will also lead to major customer satisfaction issues (and likely reduced revenue) in the long-term, a true leader will know it best to come up with other options for increasing short-term profits.

Shortsightedness (something I often call “chartsmanship” because of how this disease causes some leaders to focus on numbers to the exclusion of quality) is an affliction that can make a leader appear to be making wise and profitable decisions in the short term, while their lack of focus on the future causes long-term harm to the sustainability of the organization. True leaders do not get caught in this trap, because they are not motivated by immediate gratification and pats-on-the-back. Instead, they focus on making decisions that will developing a sustainable organization with opportunities for a bright future (and not just a glowing next quarter).

True leaders maintain an awareness of the “big picture” as spelled out in their team’s / division’s / organization’s / corporation’s long term goals, objectives, and business strategies. Ask any true leader why they decided on their current “short-term” course of action. and they’ll tell you how it fits into the overall long-term plan. Actually, you probably don’t need to ask them–because true leaders will generally communicate how and why their decisions fit into the broader, long-term strategy as a means of getting everyone on board.

The net is: True leaders aren’t focused on shortsighted actions or short-term fixes, but on providing “true leadership” that will take their organizations through the next quarter, the next year, and beyond.

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

Being results and impact-focused makes it easier for true leaders to work with, and appreciate, the “wild ducks” in their organization — those often colorful folks who refuse to fly in formation because they see the world a bit differently and are not blinded by traditions and outdated policies.  True leaders are not intimidated by independent thinkers who speak their minds, may be a bit non-conformist, and are by nature wildly imaginative.

Although these “wild ducks” may be viewed by others as “unmanageable,” a true leader recognizes the value of those who are willing to stand on their own in a never-ending quest for their next creative break-through; those who may be a bit “quirky” and hate the mundane and routine, yet who come up with some incredible ideas.

True leaders recognize greatness when they see it, even if it comes in an odd-shaped package — and when they see it they know better than to use a heavy-handed approach to threaten these free spirits and force them to toe the line.  Instead, they respectfully and subtly guide their energies in the right direction.  They foster a climate of open-mindedness and the acceptance of wild ideas, aware that these passionate souls take their ideas very seriously and take unnecessary criticism very personally.

When leading one of these brightly glowing and passionate creators, a true leader is willing to give them a bit more creative freedom, to be patient and tactful with them, to give them personal credit and recognition for their efforts and ideas, to provide them with the resources they need to be successful, to work with them on the development of challenging but realistic goals and deadlines, and to run interference for them if they come under siege by others who misunderstand and malign their eccentricity and lack of political savvy.

Of course if a wild duck becomes unreasonable, uncooperative, or grossly insensitive a true leader will put their foot down and draw a line in the sand — as there will be times when this is necessary to get them back in line.  Even then, they do so with sensitivity and with respect for these brilliant contributors who at times may be a bit rough around the edges, and they do so because they’re focused on the end result as opposed to being concerned about defending their own ego when presented with challenging personalities.

As Thomas Watson, Jr., president of IBM from 1952 to 1971, said, “You can make wild ducks tame, but you can never make tame ducks wild again.  One might also add that the duck who is tamed will never go anywhere any more.  We are convinced that any business needs its wild ducks.  And in IBM we try not to tame them.”

Thomas Watson, Jr. was truly, a wise man.

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

The ability of an emotionally intelligent leader to sense what others feel and to understand their perspectives allows them to develop and communicate a truly inspiring vision.  Under the guidance of an emotionally intelligent leader, people feel appreciated, they are willing to share ideas, they enjoy learning from each other, they make decisions collaboratively, and they just plain get things done.  They feel their work is more meaningful because they understand that their efforts contribute to the broader good of the team and the overall benefit of the organization — an organization they respect and are proud to be a part of.

True leaders create a type of resonance, a resonance the causes a passion and enthusiasm to resound throughout the group.  Whenever major concerns crop up, these emotionally intelligent leaders use empathy to attune to the emotions of the people they lead, and they use that awareness to help move the team in a positive emotional direction.

Leaders who lack emotional intelligence are not true leaders, as their lack of awareness of and concern for the feelings of others creates a level of dissonance that often becomes the group’s preoccupation and deflects their attention from the mission at hand.

In Primal Leadership: Realizing the Power of Emotional Intelligence, published in 2002 by Harvard Business School Press, Daniel Goleman (author of the international bestseller Emotional Intelligence) teamed with renowned emotional intelligence researchers Richard Boyatzis and Annie McKee to explore the role of emotional intelligence in leadership.  In their own words, “If a leader resonates energy and enthusiasm, an organization thrives; if a leader spreads negativity and dissonance, it flounders.”

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

True leaders understand that it is essential that they lead with integrity, because people follow people they trust.  If they make a mistake they don’t cover it up or blame someone else — they admit it.  If they make a commitment to a an employee, colleague, or superior — they keep it.

The word integrity stems from the Latin adjective, integer (meaning whole or complete).  Synonyms for integrity include: candor, forthrightness, goodness, honesty, honorableness, and incorruptibility.

Why is integrity so important?  Because lack of integrity in a leader immediately causes others (both inside and outside the organization) to lose trust in them; and it’s character-based trust that binds people (including spouses) to each other.  Just as soldiers follow leaders they trust into battle, especially those who are willing to “take point” (i.e., assume the most exposed position),  employees follow leaders they trust.

True leaders know that trust is essential to maintaining high moral in an organization, and that lack of trust destroys morale and motivation.  As Dr. Henry Cloud, clinical psychologist and corporate consultant, said in his 2009 book entitled, Integrity: The Courage to Meet the Demands of Reality, a lack of integrity is bound to result in failure in three key areas:
1. Hitting a performance ceiling that is much lower than ones aptitude
2. Hitting an obstacle or situation that derails you
3. Reaching great success only to self destruct and lose it all.

As people of integrity, true leaders are willing to take “unpopular” stands and are willing to say, “No,” when doing so is the only ethical choice.  W. Clement Stone shared this admonition, “Have the courage to say no.  Have the courage to face the truth.  Do the right thing because it is right.  These are the magic keys to living your life with integrity.”

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

It’s not all about them, but about the success of the organizations they lead, and in turn, the success of people who join them on the journey.  Their enthusiasm and pride in their work, and their desire to see each individual reach their full potential, inspires others to follow them and put forth their best efforts.  People follow them because they know their efforts will be recognized and rewarded.

Great leaders realize that their organization’s best customers will be treated no better than how they treat their employees — and with that in mind they ensure employees are treated as the valuable assets they are.

When Eastern Airlines was purchased by Texas Air, led by Frank Lorenzo, in 1986 — new policies and practices caused a severe decline in employee morale, and these declines were readily apparent to Eastern Airlines’ customers.  I know, because I flew on Eastern Airlines at the time employee morale plummeted, and their low morale caused me (as well as many others) to not want to fly Eastern again.  Interestingly enough, Lorenzo was named by Time Magazine as one of the ten worst boses of the century, and vilified in a Time article entitled “Bosses from Hell.”

In Leading at a Higher Level, Ken Blanchard, co-author of The One Minute Manager, suggests that leadership needs to be grounded in humility, and that it is essential to focus on the greater good of people and the organization.  I agree with Blanchard when he says, that leadership is, “the capacity to influence others by unleashing the power and potential of people and organizations for the greater good [emphasis mine].“

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

True leaders foster a climate where people with diverse perspectives, interests, and experience can influence decisions, and they do so because they realize that the best decisions are made in an atmosphere of open and honest communication and healthy discussion.

In a climate where team members are conditioned to say, “Yes,” without any discussion, leaders run the risk of making decisions without what may turn out to be invaluable input.  True leaders welcome that input, and as a result end up making better decisions which have the buy-in and support of the team.

To learn more about why true leaders don’t take “Yes” for an answer, check out these two timely classics:

1. Why Great Leaders Don’t Take Yes for an Answer
   In this excellent book, Harvard Business School’s Michael Roberto explores five myths of executive decision making that are so dangerous that they must be overcome if organizations are to have a chance of making the best decisions — decisions that are not later undermined by people who said, “Yes,” only because it was considered the politically correct answer.
   
2. The Wisdom of Crowds.
   In this insightful book, New Yorker business columnist James Surowiecki offers an appealingly simple if somewhat counterintuitive thesis: that large groups of people are smarter than an elite few (no matter how brilliant they may be), and are better at solving problems, fostering innovation, coming to wise decisions, and even predicting the future.

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

• Naturally stand out
• Live by a set of guiding values
• Have an innate concern for people
  
• Have and share a clear and inspiring vision
  
• Are confident and capable — yet not egotistical and self-centered
• Understand and apply a core set of basic leadership principles
  

What about authority?  Having authority does not make someone a leader, it simply grants individuals the ability to make decisions that impact others.  True leaders exert influence by gaining others’ trust, respect, and admiration.

I will provide additional insights on what sets true leaders apart in future blog entries.

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com

Welcome to my blog, where I will be touching on key leadership-related topics as I attempt to define and expound on what I call “true leadership.”

As a specialist in developing and enhancing corporate processes, policies, tools and standards while improving organizational productivity, quality, and timeliness — I’ve learned that’s it’s not just what you do that matters, but also how you do it.

In a world where some may say the end justifies the means, I hold the view that true and lasting success (both personally and organizationally) can only be achieved by practicing a set of leadership principles that foster sustained performance.

In this blog you’ll read more about my views on what true leadership entails, and hopefully glean key insights that will aid you in your journey.

Allen Stalvey
Director of Operations / Program Director
Dallas / Fort Worth Area
http://allenstalvey.com