Push me down…….

And then I would know how many times I can get up….

In today’s global economy, most of the academia and business leaders teaches you to do one common thing…….INNOVATION….OR INNOVATE…..I am always mesmerize by this small word. Innovation is to think out of the box or thing beyond your foreseeable limits. Very good to preach ….but extremely difficult to implement. Why….I am sure most of us know why…..as I believe that deep down somewhere we all are afraid of new things and afraid due to our own insecurities or lack of actual competence.

The one thing that was very much common in all great leaders, globally, is the - Belief. They believed in something and it was fuelled by passion to ignite a new way, a new product, a new economy, a new technology, a new freedom etc. Google, Facebook, Mac, Cellphone, and so on all have common gene pool made of focused belief and passion to achieve.

Of course they all very not hiding behind the so called “Process(s)” as what they did…..made into processes later on for others to follow. I believe processes are there just to facilitate people and not the other way round. But then most of the companies unfortunately are suffering from process syndrome and hence the natural attack happens is on innovation trickling down to those who are igniters of innovation.

Many people find themselves in leadership positions without ever having consciously made the choice to become a leader, let alone a great leader.

The 'Peter Principle', (named after it's originator L. Peter)  states that in modern organizations, most bosses rise to the level of their least competence, like the specialist (e.g. accountant, engineer, lawyer etc.) who is so good at their craft that they get promoted to a management position in 'charge of people' without having mastered any real leadership skills. And then they bomb. It's not their fault, they were promoted into the position with little or no training or mentoring...it's sink or swim.

When you become a leader, you take on a great responsibility...you promise to change the world for the better. But if your reaction to this statement is ‘I’m only managing an organization, or department, or project, I’m not out to change the world’, then I respectfully suggest that you learn to be a good manager, but not a leader. Leadership is something that you exhibit and other see not something that you’re visiting card suggest.

Leadership is not to ensure that people work for you….but rather to ensure that people work with you. “Its not about growth…its about welfare”…where true leaders think of collective growth of not only him/her self but the team, company and community….making it a welfare for all.

The other important quality that leaders exhibit in pursuit of innovations is to face the challenge and open for failure(s)…. Failures not only by them but by their team(s)…At many occasions’ leaders are pushed to the ground and there emerges a great leader to come back to his/her feet. "Success always leaves its footprints"….and True Leaders ignites the power of collective success.

Brian Wood in his book “Lead People…Manage thing” has suggested the FACET Leadership Model:-

1. FOCUS: How focused am I? How much of my time do I spend communicating and inspiring people about our mission, vision and strategic goals? How much focus do I create in my team and organization?

2. AUTHENTICITY: Am I viewed as authentic? Do people see and hear the real me? Do I wear a mask at work, and remove it when I leave each evening? How much trust do people have in me?

3. COURAGE: How courageous am I when my values, vision and goals are challenged? Do I stand firm and only change my position when I know that I am wrong? How well do I manage change?

4. EMPATHY: How empathetic am I? Too much/too little? Do I create enough opportunities for open and candid dialogue? Do I ever find myself getting bogged down in consensus building, or leading my team to false consensus? Is there a feeling of inclusiveness and engagement amongst the members of my team and organization, and with other stakeholders, including customers?

5. TIMING: Do I make and execute decisions in a timely fashion? Do I know when to 'fish or cut bait?' - do I demand well coordinated and timely execution from others?

Something seems too simple to read and talk….but humanly possible by a limited league of extra ordinary gentlemen. Hence don’t worry when you are pushed down…work on to get back up…..

Happy Reading!!