Our Buckets Have Holes in Them (Part 2)! – Why you should be reading this?

This blog is aimed at business leaders or organisational leaders – the reason I use the title organisational leaders is that this is “all encompassing” no-one can then say it does not apply to them.

Why do I say that it is all encompassing?

Well these problems are found everywhere – I have found them everywhere. From the small business person just wanting to resolve issues with their partners to the Board of a para-statal needing to manage the performance of their Chief Executive Officer. Leadership is not something only found in some place it is pervasive – in the same way the work of leaders is essential everywhere. The work of leaders is strategy and governance – knowing where you are going/what you are on about and making sure that you can get there in a responsible and sustainable way.

So how will these organisational leaders benefit from reading this blog?

Firstly this blog is about raising the awareness of leaders – the role of the leader is often not so much to work in their organisations but more importantly to work on their organisations. Too many spend too much time in and too little on – I know, I speak to these people weekly! Resolving this issue starts with awareness – and an awareness that we don’t get by simply doing more and more of what we are already doing. If the work of leaders is primarily strategy and governance then why are leaders so wrapped up in so many other task as and functions.

Secondly it is critical when aware to be able to identify the main issues that actually need to be addressed – these issues are similar yet different for every leader. The process of identification involves matching what you already know (and know about your business) with a better, more effective, more responsible and more sustainable way of doing things. Again the next steps for each business are unique for them – you can only start where you are, not where someone else is.

Thirdly the work of leaders is not primarily “work of the hands” as much as it is “work of the head”. Thinking is the most important skill for leaders to learn and get good at – and thinking, much like getting fit, is something we can improve over time. I am convinced that if leaders are able to think well (and to think together well – which is a completely different thing than individual thinking) then the organisations they lead will be healthier and more effective. I am also convinced that the skill of thinking that organisational leaders need to employ changes over time – the thinking (and what made us successful) we used yesterday is not the thinking that will make us successful tomorrow.

And so the people this blog speaks to are organisational leaders – leaders who have a duty of care to the organisation (and people) under their care – leaders whose primary role is the identification of a destination and direction (strategy) for their organisations and the design and building (governance) of a robust vehicle to take them there.

Please feel free to comment – and let me know your thoughts on this.

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