Deliberately Developmental Leadership

In their Harvard Business Review article titled “Making Business Personal”, Robert Kegan, Lisa Lahey, Andy Fleming, and Matthew Miller describe the Deliberately Developmental Organization (DDO). The basic premise of their article is that the DDO structures their business practices on the assumption that people can grow.  That mistakes are not vulnerabilities, but prime opportunities for personal growth. And… when their team members grow, there is a significant and positive impact to the DDO’s bottom line.

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Authority, Leadership, and Connection

 

Just because an executive has authority over their employees doesn’t mean their employees will follow them.  I have seen a CIO’s direct reports fire him by deciding as a team they would not follow him.  This particular CIO was left with no way to report on critical activities and no way to influence the outcome of his direct reports critical endeavors.  This quickly became obvious to the CIO’s boss, and he was relieved of his contract. 

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Situational Leadership

 

The problem with leadership is that it’s super popular! The truth about leadership is not every situation needs leadership. Leadership is only necessary when change is eminent or desired. Situational leadership is understanding “how much” and “what kind” of leadership is best for a situation. Asking someone to pick up the copies at Office Depot on their way into the office requires zero leadership skill, because there is no emotional impact. Telling that same person that their job has changed because of a company reorg, requires a ton of leadership because their world changed.

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