LEADERSHIP: PRACTICE, PRACTICE, PRACTICE

Published: 2007-08-07   please add a comment below

The article, "The Making of an Expert" (HBR July-August 2007), is worth reading if only for one line: experts are always made, not born. And, as the authors stress, this is as true for business leaders as sportspeople, scientists and artists. But how? Years of "practicing intensively"; focusing on "tasks beyond your current level of competence and comfort"; and, having a coach not only to guide you but "help you learn how to coach yourself."

The article reinforces that this journey is "neither for the faint of heart nor impatient." And, contrary to popular belief, "naturals" like Churchill, Mozart and Sam Snead were hugely the result of practice, regardless of any innate talent.

So, what does all this mean for you and me as leaders? Three things. First, review how we're doing in our current role - and, above all, what we need to improve and how we might do that. Second, seek jobs and situations that stretch us rather than just coast where we are - or move to a similar role. And third, craft our every leadership action to respond to the needs of the situation and people involved, not just repeat what we've always done.

And, when we've done all that? Repeat the cycle over and over again.

If you're senior in a large company, you'll probably have assistance in charting your way, in obtaining a coach and accessing leadership courses and training. However, if you're not finding what you want, or lead in a smaller organisation, you'll almost certainly have to help yourself, as so many great performers have always done.

But, there is help. Working with hundreds of leaders, I've developed and honed my V|E|C|T|O|R Leadership framework and its Leadership Action Planning tool. And, it's now online and designed to assist self-directed leaders increase their effectiveness and thereby attract and hold willing followers, who recognise their "expertise" and want to come on a journey with them.

In 40 minutes, you'll have a printable plan of your personal leadership actions. And, if you're honest about what's needed, there'll be plenty of stretch - and learning. Above all, there'll be increased leadership expertise (and specificity) about what you need to do and how you're going to do it.

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Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®

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