If you want to guarantee that you and your leadership team will never achieve your vision, get comfortable using the following phrase over and over:
“Kind of.”
Trust me, nothing will kill your company (and maybe you) faster.
This is part two of a two-part series exploring what it means to develop leaders throughout your entire organization. See part one here.
You’ve begun to produce a leadership legacy when your leaders are producing other leaders. If you’ve guided your leaders on your own team well, they will do this independently of you – if they still need your help guiding their team, your work isn’t done yet.
When you start to see that third-generation leader rise, you know you’re almost there. You’ve created a leader equal to or better than yourself who has created a leader who is in turn equal to or better than they are. This allows everyone to rise as the company wins.
If you own a business or are on the leadership team of a business, you’re tasked with strategically defining what the future of your business will look like. Who will lead it into the future as you and your leadership team think of future transitions? How will you grow? The answer to these questions begins with developing others and eventually working yourself out of a job.
The ability to solve substantive business challenges could be the most important skill your leadership team must master. It can either propel your business forward at light speed or, if done poorly, keep you orbiting through chaos and frustration.
Beating business obstacles is one of the most difficult skills to master, but when you do, magic happens!
Disengaged employees cost companies as much as $550 billion every year in lost productivity. As a result, frustrated companies are looking for better ways to increase employee accountability. But increased accountability on its own creates a culture of micromanagement that leads to unhappy workers. This, in turn, has a negative impact on employee productivity.
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