During an interview last week, I was asked: What’s the biggest insight you’ve had regarding leadership throughout your career?
As I mentioned in my last post, the team I serve on at Chick-fil-A recently completed a leadership talent review. The purpose of this exercise was to calibrate our views on current and emerging leaders, identify gaps in our leadership pipeline and create development plans for individual leaders. If you’ve not done a review like this of your leaders, I highly recommend it.
During an interview last week, I was asked: What’s the biggest insight you’ve had regarding leadership throughout your career? That’s a really good question. How about you – how would you answer that question? The microphone is yours, what would you say?
People always watch the leader – whether you want them to or not. What are they looking for? Fundamentally, people are watching the leader for clues - clues regarding what’s important to the leader and clues to determine if the leader is trustworthy.
The fourth practice in the Great Leaders SERVE model is Value Results and Relationships. This is the most difficult of the five practices for many leaders - it's certainly the most difficult for me. When I ask other leaders why this is so hard, they all know.
As you think about your childhood, can you remember going by car to some exciting destination? Okay, maybe it wasn’t exciting, but you were in the car and you asked the question that kids have been asking since Henry Ford produced the Model T – “Are we there yet?”
Great leaders Engage and Develop Others. This is the second practice in the SERVE model. There are actually three parts to this practice. I’ll start with the first and explain the others in upcoming posts.
During one of Peter Drucker’s public addresses late in his life, he was asked about the most important decision an executive (leader) makes. He answer was simply: “Who does what.”