- “There are lots of things in life that are worth the pain,” he says. “Being a leader is one of them.” ~Ronald Heifetz, Fast Company
In the last issue I wrote about our need to transcend and include the limiting model of heroic leadership. It isn’t that we have no reason to value heroic acts of leadership. They continue to be important to us. We need to recognize both the heroic and the collective. In the remarks that follow, I am concerned with business leadership. However, they might apply equally to any context.
One analogy that may make this point clearer is to think of …
- When coaching an individual leader in a business, explore her/his assumptions about the individual and collective aspects of leadership in their experience. Ask them to tell stories about each and identify what important learning there was.
- Some sample questions might be:
- What were your intentions?
- What did you do?
- What was the result?
- What does this say about your leadership?
- Then ask them to look at a leadership opportunity that they are facing. Ask a similar series of questions. Then
Jeffrey Pfeffer and Robert I. Sutton.
The Knowing-Doing Gap.
Cambridge, Mass.: Harvard Business School Press, 2000.
Pfeffer and Sutton studied what it is about businesses that make it so difficult for them to implement what they know. The gap is the product of a number of factors. For example, people act on the basis of experience drawn from the past rather than thinking about and analyzing current situations. Or the focus is on measurement instead of using the range …