Disciple Leadership
Leadership
Capability
Collaboration
Character
Capability is asking questions and listening to answers.Celebrate new ideas and take inattentive to try new things. Continuous learning process is important to strengthen an entrepreneurs capability.
The Personalities of Team members and the culture of the company are vital to its success. An unethical member of the team can cause stress, tension and ultimately division within the company. - Frank Levinson
Be "bakers" meaning trustworthy individuals seeking to create larger pies to share in the world. There is value in building trust by defaulting to yes. - Guy Kawasaki
A leader is someone who takes others to higher ground.
Leadership with a small "L"
Principle #1: Lead by Example
Principle #2: Lead with Vision
Principle #3: Lead with Love
The Rarest Skill of All: The Ability to Execute A message to Garcia, will you deliver
…it is impossible to build an effective organization without delegating important tasks to talented and capable people. It’s the only way to make a grand vision a reality
Developing the Right Attitudes, Habits and Instincts
1. Accept the mission and get started. If offered an assignment where the objective is clear, accept it without asking for further instructions. Then take the first step.
2. Be curious. Most times you won’t have all the answers. Don’t see this as a sign of weakness. Instead, unleash your natural curiosity. Focus on asking the right questions first. Then seek answers.
3. Immediately sketch out a plan. Quickly draft a provisional plan with goals, milestones and deadlines. If you don’t 4 1Many thanks to Ted Beasley, Teaching Pastor of Gateway Church, in Austin, Texas, for this idea. You have a choice… you can choose to start developing the attitudes, habits and instincts so your name will be called when success hangs in the balance. know enough to craft such a plan, decide how to gather the information you need. But in all cases, begin to move forward immediately. If the objective seems overwhelming or you are unsure of where to start, break it down using the Vision, Strategies, Projects, Tactics (VSPT) framework: Vision: This is your objective – delivering the letter to Garcia. Strategies: What are the ways you could achieve this objective? Sometimes there will be many strategies to choose from, other times only one. For Rowan, there was only one strategy: hand-deliver it. Today, other options might be to deliver the message by phone or by e-mail. Projects: What big things need to get done to accomplish the objective? Create a series of major milestones. For example: Sail to Cuba, trek through the forest, find Garcia, plot a course back home. Tactics: What do I need to do today to make progress on a project? Make a checklist: Hire a boat crew, find a guide for the trek, arrange for provisions, buy mosquito netting. Quickly start on these tasks, and before you know it, you will be executing.
4. If you need resources, don’t be afraid to ask. A critical job for any leader is to allocate resources—money, people, his own time even—among competing projects. If you ask clearly for what you need and explain concisely why it is necessary to achieve the objective, a leader will give you the additional resources you need.
5. Enlist help when needed. Don’t hesitate to ask for help from peers, but remember that the responsibility for accomplishing the task is yours alone. (And remember that the best way to get others to help you is to have helped them first.)
6. Report back and show your work. Frequently report your progress with objective measures. Whenever possible, provide samples of your work. Instead of asking how to accomplish a task, show what you have done so far. If you are off course, you’ll get immediate feedback to put you back on the right path.
7. Underpromise and overdeliver. Make it a point to set reasonable goals and always exceed them. If you want leaders to trust you with critical tasks, develop a reputation for getting the job done better, sooner and at a lower cost than you promised.
8. Expect to make (small) mistakes. Accept mistakes as the price you pay to learn. Include an honest assessment of missteps in your progress reports. Embrace them as minor setbacks and correct them quickly. Jot down the lessons for reflection later, after the task has been accomplished.
9. Put results before schmoozing. You want to spend time with those higher up in the organization so they’ll get to know you and appreciate your work. First focus on contributing something of value, and you’ll be surprised by how much attention you receive.
10. Replace the voices in your head with positive action. Turn away from the temptation to dwell on negative thoughts. Dwelling on fears only gives them more power. The best way to rid yourself of a fear is to take positive action. Courage isn’t the absence of fear but rather the ability to act in the face of it.
Perspective and Inspiration for the Long Haul
1. Begin to see your life as a “calling” toward a Hero’s Journey. Your life is too valuable to waste. Embrace the idea of a “calling”—a reason that you were put on this earth. Envision your life as a quest, a series of daily struggles and larger challenges worth overcoming for a worthy mission.2
2. Develop your gifts and talents into a discipline. Become world-class at something. Everyone has special God-given gifts. Discover yours and accept challenges that allow you to practice and perfect these skills. Develop a reputation for mastering a discipline and extraordinary opportunities will seek you out.
3. Find a “deep burning need” you care about. Your lifelong mission will be more fulfilling if it serves the needs of others. Look for opportunities or injustices that speak to your heart. Find where your gifts, tasks you enjoy and a “deep burning need” intersect and you will have found your calling. 4. Surround yourself with good people and worthy role models. Find role models who inspire you. Look to people who are further along in life’s journey for the right questions to ask. Surround yourself with good people who care about you.
Moving From Individual Action to Building a World-Class Organization
Once you develop a reputation as someone who can be trusted with important tasks, you will begin to attract others like you. Combine this with a sense of mission, and you can begin to build a highly effective organization. Take the following steps if you want to attract the right people and harness all your energy toward a world-changing mission.
1. Make the mission clear and meaningful. You want people to sign on for the right reasons. Make it clear how your company intends to change the world for the better.
2. Set unreasonably high standards. You want to attract the right people. Even more importantly, you want the wrong people to self-select out. Set high standards and clear ethical guardrails and stick to them. People like Rowan attract more people like Rowan.
3. Align incentives with the few key tasks—the Key Success Factors—for the mission. Set clear, measurable objectives for success. Pay people to accomplish them. You’ll be surprised at how quickly the quality of applicants will improve.
4. Make all employment conditional. Hire everyone for a probationary period. Assign difficult tasks and see who performs. Be ruthless in your initial evaluations to save later heartaches. Underachievers may change over time, but only if they make the decision to change themselves. Your assignment is to get the job done, not run a counseling service for underachievers.
5. Hire leaders who know how to get the job done too. Leading is different from executing. It requires the ability to delegate and inspire. But insist that all leaders first know how to execute, and have little patience for those who don’t.
6. Put the monkey on their back. Never allow a subordinate to bring you problems, even though this may play to your desire for action. Leaders execute in their assignments because the people led by them are inspired to execute on theirs. If you have attracted a team that is dependent on you for detailed directions, then you are the problem.
7. Take time to coach those who have proved they can execute. Developing talent is a leader’s number one priority. Once someone has proved that he or she can execute, take a personal interest so you can inspire him or her to even greater accomplishments.
Capability
Collaboration
Character
Capability is asking questions and listening to answers.Celebrate new ideas and take inattentive to try new things. Continuous learning process is important to strengthen an entrepreneurs capability.
The Personalities of Team members and the culture of the company are vital to its success. An unethical member of the team can cause stress, tension and ultimately division within the company. - Frank Levinson
Be "bakers" meaning trustworthy individuals seeking to create larger pies to share in the world. There is value in building trust by defaulting to yes. - Guy Kawasaki
A leader is someone who takes others to higher ground.
Leadership with a small "L"
Principle #1: Lead by Example
Principle #2: Lead with Vision
Principle #3: Lead with Love
The Rarest Skill of All: The Ability to Execute A message to Garcia, will you deliver
…it is impossible to build an effective organization without delegating important tasks to talented and capable people. It’s the only way to make a grand vision a reality
Developing the Right Attitudes, Habits and Instincts
1. Accept the mission and get started. If offered an assignment where the objective is clear, accept it without asking for further instructions. Then take the first step.
2. Be curious. Most times you won’t have all the answers. Don’t see this as a sign of weakness. Instead, unleash your natural curiosity. Focus on asking the right questions first. Then seek answers.
3. Immediately sketch out a plan. Quickly draft a provisional plan with goals, milestones and deadlines. If you don’t 4 1Many thanks to Ted Beasley, Teaching Pastor of Gateway Church, in Austin, Texas, for this idea. You have a choice… you can choose to start developing the attitudes, habits and instincts so your name will be called when success hangs in the balance. know enough to craft such a plan, decide how to gather the information you need. But in all cases, begin to move forward immediately. If the objective seems overwhelming or you are unsure of where to start, break it down using the Vision, Strategies, Projects, Tactics (VSPT) framework: Vision: This is your objective – delivering the letter to Garcia. Strategies: What are the ways you could achieve this objective? Sometimes there will be many strategies to choose from, other times only one. For Rowan, there was only one strategy: hand-deliver it. Today, other options might be to deliver the message by phone or by e-mail. Projects: What big things need to get done to accomplish the objective? Create a series of major milestones. For example: Sail to Cuba, trek through the forest, find Garcia, plot a course back home. Tactics: What do I need to do today to make progress on a project? Make a checklist: Hire a boat crew, find a guide for the trek, arrange for provisions, buy mosquito netting. Quickly start on these tasks, and before you know it, you will be executing.
4. If you need resources, don’t be afraid to ask. A critical job for any leader is to allocate resources—money, people, his own time even—among competing projects. If you ask clearly for what you need and explain concisely why it is necessary to achieve the objective, a leader will give you the additional resources you need.
5. Enlist help when needed. Don’t hesitate to ask for help from peers, but remember that the responsibility for accomplishing the task is yours alone. (And remember that the best way to get others to help you is to have helped them first.)
6. Report back and show your work. Frequently report your progress with objective measures. Whenever possible, provide samples of your work. Instead of asking how to accomplish a task, show what you have done so far. If you are off course, you’ll get immediate feedback to put you back on the right path.
7. Underpromise and overdeliver. Make it a point to set reasonable goals and always exceed them. If you want leaders to trust you with critical tasks, develop a reputation for getting the job done better, sooner and at a lower cost than you promised.
8. Expect to make (small) mistakes. Accept mistakes as the price you pay to learn. Include an honest assessment of missteps in your progress reports. Embrace them as minor setbacks and correct them quickly. Jot down the lessons for reflection later, after the task has been accomplished.
9. Put results before schmoozing. You want to spend time with those higher up in the organization so they’ll get to know you and appreciate your work. First focus on contributing something of value, and you’ll be surprised by how much attention you receive.
10. Replace the voices in your head with positive action. Turn away from the temptation to dwell on negative thoughts. Dwelling on fears only gives them more power. The best way to rid yourself of a fear is to take positive action. Courage isn’t the absence of fear but rather the ability to act in the face of it.
Perspective and Inspiration for the Long Haul
1. Begin to see your life as a “calling” toward a Hero’s Journey. Your life is too valuable to waste. Embrace the idea of a “calling”—a reason that you were put on this earth. Envision your life as a quest, a series of daily struggles and larger challenges worth overcoming for a worthy mission.2
2. Develop your gifts and talents into a discipline. Become world-class at something. Everyone has special God-given gifts. Discover yours and accept challenges that allow you to practice and perfect these skills. Develop a reputation for mastering a discipline and extraordinary opportunities will seek you out.
3. Find a “deep burning need” you care about. Your lifelong mission will be more fulfilling if it serves the needs of others. Look for opportunities or injustices that speak to your heart. Find where your gifts, tasks you enjoy and a “deep burning need” intersect and you will have found your calling. 4. Surround yourself with good people and worthy role models. Find role models who inspire you. Look to people who are further along in life’s journey for the right questions to ask. Surround yourself with good people who care about you.
Moving From Individual Action to Building a World-Class Organization
Once you develop a reputation as someone who can be trusted with important tasks, you will begin to attract others like you. Combine this with a sense of mission, and you can begin to build a highly effective organization. Take the following steps if you want to attract the right people and harness all your energy toward a world-changing mission.
1. Make the mission clear and meaningful. You want people to sign on for the right reasons. Make it clear how your company intends to change the world for the better.
2. Set unreasonably high standards. You want to attract the right people. Even more importantly, you want the wrong people to self-select out. Set high standards and clear ethical guardrails and stick to them. People like Rowan attract more people like Rowan.
3. Align incentives with the few key tasks—the Key Success Factors—for the mission. Set clear, measurable objectives for success. Pay people to accomplish them. You’ll be surprised at how quickly the quality of applicants will improve.
4. Make all employment conditional. Hire everyone for a probationary period. Assign difficult tasks and see who performs. Be ruthless in your initial evaluations to save later heartaches. Underachievers may change over time, but only if they make the decision to change themselves. Your assignment is to get the job done, not run a counseling service for underachievers.
5. Hire leaders who know how to get the job done too. Leading is different from executing. It requires the ability to delegate and inspire. But insist that all leaders first know how to execute, and have little patience for those who don’t.
6. Put the monkey on their back. Never allow a subordinate to bring you problems, even though this may play to your desire for action. Leaders execute in their assignments because the people led by them are inspired to execute on theirs. If you have attracted a team that is dependent on you for detailed directions, then you are the problem.
7. Take time to coach those who have proved they can execute. Developing talent is a leader’s number one priority. Once someone has proved that he or she can execute, take a personal interest so you can inspire him or her to even greater accomplishments.
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