Inspiring, guiding and mobilizing individuals and groups; articulating a clear, compelling and motivating vision for the future.
People with this competence:
Articulate and stimulate enthusiasm for a clear, compelling vision;
Have the ability to bring people together; step forward to lead as needed, regardless of position;
Create a sense of belonging in a group, creating an emotional bond or spirit that makes people feel they are part of something larger than themselves;
Challenge the status quo, inspire a shared vision (“encourage the heart”*), empower others to act, set an example (“model the way”*);
Articulate a sense of common purpose beyond the day-to-day tasks, making work exciting, and inspiring others to follow People lacking this competency;
Do not have a clear vision for the future of the team or organization;
Fail to maintain a long-term, big-picture view of the organization and its future needs and opportunities;
Work independently; fail to build coalitions; sometimes work against the group;
Cannot arouse a passion in others for a common goal or direction; fail to marshal the people or the resources to accomplish a goal or task;
Ignore others as a source of support;
Are often too opinionated to work with others;
Fail to see the value and importance of getting others on board to accomplish a goal or task.
Development tips:
Develop a clear vision for the future of the initiative, the group or the organization;
Articulate that vision in a way that inspires, motivates, compels and mobilizes others to want to achieve it;
Challenge the status-quo; be creative; come up with fresh perspectives, innovative and breakthrough ideas;
Know what you admire in a leader, develop your own personal definition of meaningful, inspired leadership, and model the way;
Openly discuss high-level issues with your team or group, seek substantive input, share credit, create opportunities for ownership in the vision;
Think big-picture, match the individual’s talents, skills, experiences and aspirations with the task /opportunity to avoid micromanaging, and give capable team and group members latitude to move things forward;
Maintain your credibility and integrity at all times or you will not be given the opportunity to lead
Great Resources:
The Leadership Challenge, by James Kouzes and Barry Posner
Primal Leadership, by Daniel Goleman, Annie McKee, Richard E. Boyatzis
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