BOOK SUMMARY 227 Fearless Leadership
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Summary written by: Peter Taylor
As
aspiring leaders we must become aware of our internal strengths but also
recognize our blind spots. Blind spots are hidden in people’s lives, we are
completely unaware of this behaviour and its damaging effects on both ourselves
and more importantly, to our coworkers and colleagues who are prudently aware
of those things we can’t see ourselves. Dr. Loretta Milandro, author of Fearless
Leadership, brilliantly describes ten blind spots within us all and
provides insight into first recognizing this behaviour and then challenging
ourselves to allow others to coach our behaviour around these blind spots.
Leaders
become engrossed in navigating the success of their business and neglect and
the most important aspects of running a successful business: its culture of
communication and people. Blind spots are not flaws and are not deliberate,
they are what Malandro refers to as “automatic behaviours”. Examples of these
automatic behaviours are “the need to be right” and “have all the answers”,
while concurrently ignoring the need to be more aligned to business success.
Others develop a victim mentality while acquiring co-conspirators to encourage
and enhance this limiting belief.
A
fearless leader must be able to surround themselves with “Coaches” who will
address their behaviour; they must not be offended but instead take the
coaching on board and correct the behaviour. A fearless leader must also
recognize blind spots, ask for completely honest feedback, accept
responsibility for their actions and stop justifying their behaviour by
defending their positive intentions. When challenged on weakness, a fearless
leader must stop the behaviour, make corrections and acknowledge the behaviour.
The Golden Egg
100%-zero accountability
"In
the model of 100%-zero accountability, it does not matter what others choose.
Accountability is viewed as owning the problem or situation. It's irrelevant
who is to blame or what caused the problem."- Fearless Leadership, page
150
In the
model of 100%-zero accountability there is no blame or guilt attached to any
alleged issue or problem within a business. You are fully responsible for your
actions and are not judgemental towards others’ behaviour nor expecting them to
take accountability for their behaviour. The zero means there is no waiting for
others to act.
The
central element in this approach is to have an entire organisation of committed
partners wherein trust is granted early, is a requisite and remains
transparent. You must be willing to accept responsibility where you have
conspired against or not supported others and correct this behaviour, most
importantly in yourself, but also stopping this behaviour in others.
100%-zero
accountability means listening for positive intention; they eliminate ambiguity
by being absolutely honest and clear about your behaviour and immediate
reactions.
Achieving
this is definitely not an easy task and requires considerable willpower.
Several steps discussed below are worth considering:
Keeping an optimistic attitude and remaining positive
despite fighting against your core values and belief systems, i.e. “it’s not my
fault” versus taking responsibility.
Avoiding victim mentality. Move away from the 50-50
mentality of “I will do this if you do that” towards taking full
responsibility, irrespective of other people.
Take a bold stance of achievement and reduce half-hearted
commitments.
Allow yourself to speak up constructively, versus
remaining silent. This will allow others to see you walking the walk. Also,
openly discuss your blind spots and allow others to coach you.
Listen for positive intention instead of tuning out and
making assumptions.
Set the organisation goals as a priority. Don’t wander
off into your own silos, but achieve alignment of team members with committed
partnerships.
Gem #1
Automatic listening
"Automatic
listening is the process of unconsciously filtering and distorting information
to support your views and beliefs."- Fearless Leadership, page 75
To
maintain 100%-zero accountability and avoid the behaviour of a need to be right
we must check our assumptions when listening for information and remain open to
new ideas and points of interest. Listen to others without defending,
explaining or justifying. Automatic listening is a closed loop. Something
happens and…
you have a reaction
you form a judgement
you make up a story
you search for evidence
you predict the future
It is
based on beliefs rather than intention. It is a very dangerous automatic
behaviour and can have devastating results.
When
you are aware of this automatic rigid behaviour and how this affects others
negatively you have the ability to make a breakthrough in leadership.
It all
begins with self-awareness. 100%-zero accountability means that you can bring
understanding and compassion when others are stuck in your automatic thinking.
Fearless leadership means letting go of the need to be right, expand your
thinking and take decisive action to correct your behaviours and achieve better
outcomes.
Consider
how you make judgements on people or groups. Ask yourself: “What evidence have
I collected?” and “What stories have I told?” Check your ego and examine how
your behaviour is counterproductive.
Gem #2
The Five Levels of Alignment
"The
informal question ‘Do we all agree?’ is often used in meetings. Having no other
option than to agree or disagree, many people nod and comply. The tragedy is
that complying is often mistaken as alignment, until a breakdown occurs"-
Fearless Leadership, page 235-236
Malandro
has developed a unique template to provide clarity around accountability for
agreements.
The
template is referred to as The Five Levels of Alignment. Where are you?
Level
1: Resigned; being actively disengaged and
expecting nothing to change.
Level 2: Concerned; not aligned and concerned about some aspects such as a third party.
Level 3: Complying; a form of resignation but letting the group take accountability rather than taking responsibility for you own concerns.
Level 4: Intellectually Committed; supporting the decision but lacking full commitment for execution throughout initiation to full implementation and completion.
Level 5: Emotionally and Intellectually Committed; Alignment is both intellectual and emotional and both aspects must be addressed.
Level 2: Concerned; not aligned and concerned about some aspects such as a third party.
Level 3: Complying; a form of resignation but letting the group take accountability rather than taking responsibility for you own concerns.
Level 4: Intellectually Committed; supporting the decision but lacking full commitment for execution throughout initiation to full implementation and completion.
Level 5: Emotionally and Intellectually Committed; Alignment is both intellectual and emotional and both aspects must be addressed.
To
achieve alignment in an organisation, ask you group where they stand on the
alignment scale and if they are feeling understood and listened to. Ask for
communication around issues if they are not aligned, address behavioural blind
spots such as the need to be right or remaining silent, check for automatic
listening, and ask for support when they may not completely support the
decision initially.
By
keeping conversations open and direct until all issues have been exposed, all
parties will be heard and alignment will be easier. Practice this behaviour
consistently and results will be achievable.
Malandro’s Fearless
Leadership is a genuine leadership Bible. Her recommendations are
difficult to implement and control because our default or automatic behaviours
are natural stumbling blocks to fearless leadership, but the book provides many
exercises to begin and I suggest all leaders should.
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