WEBVTT 1 00:00:00.000 --> 00:00:07.420 Today we close out our series with the heart of excellent leadership and that is next 2 00:00:22.700 --> 00:00:26.880 Hello, I hope you're doing great. Hey, welcome back to the Barry Farrer show 3 00:00:27.260 --> 00:00:30.360 We're talking about leadership and today we talk about 4 00:00:31.160 --> 00:00:37.820 Excellent leadership. I normally speak on a freedom issue on my podcast and usually to some current event 5 00:00:38.340 --> 00:00:39.380 but 6 00:00:39.380 --> 00:00:44.320 Since all organizational impact for any change starts with leaders 7 00:00:44.320 --> 00:00:48.440 I thought I'd provide some quick thoughts and this is our last in the series 8 00:00:48.980 --> 00:00:54.500 I've been to some pretty expensive leadership development courses and I've been in some leadership positions for almost 9 00:00:55.280 --> 00:00:57.440 Four decades I've even taught 10 00:00:58.080 --> 00:01:05.500 Leadership courses and I certainly don't know anything close to all there is out there on good leadership 11 00:01:06.000 --> 00:01:10.120 But I think just about everything on good leadership could broadly fit into one of these four words 12 00:01:10.980 --> 00:01:18.480 Authentic artful effective and excellent in the first module. We looked at authentic leadership and it's not some false humility 13 00:01:18.500 --> 00:01:24.960 It's simply just having a sound estimate of ourselves to gather talented people who have leadership capability of their own 14 00:01:25.300 --> 00:01:29.900 We have to embrace the concept that we can grow and improve if we want them to 15 00:01:30.380 --> 00:01:33.380 Otherwise, we'll lose the respect of our most inventive people 16 00:01:34.080 --> 00:01:38.660 embracing self-assessment and personal improvement in light of the functions and the 17 00:01:38.880 --> 00:01:45.020 Responsibilities of a leader is just healthy in the second module. We looked at artful leadership 18 00:01:45.020 --> 00:01:51.820 And this is the ability to practice the nuance that's required at the right time to affect positive change with 19 00:01:52.340 --> 00:01:54.340 intentional influence 20 00:01:54.340 --> 00:01:57.740 Artful leaders understand the priority waiting for the organization 21 00:01:58.500 --> 00:02:04.420 The waiting for the team and then the waiting for the need of the moment 22 00:02:04.820 --> 00:02:10.020 They can evaluate their impact through the lens of their primary leadership style 23 00:02:10.020 --> 00:02:10.740 They know what it is 24 00:02:10.740 --> 00:02:16.420 And if we become more artful those learned techniques will help us know when to absorb a mistake 25 00:02:16.700 --> 00:02:18.700 for the benefit of deep learning 26 00:02:19.180 --> 00:02:22.420 When to build relationship even at the expense of a task 27 00:02:22.820 --> 00:02:28.620 When to drill down on the details and to get that task done when to inspire when to allow more freedom 28 00:02:29.140 --> 00:02:34.820 When to command when to coach and when to develop and how to subordinate yourself 29 00:02:35.580 --> 00:02:38.220 To get the big-picture goal accomplished 30 00:02:38.740 --> 00:02:44.980 In the third module we looked at effective leadership a culture of excellence to set the stage a 31 00:02:45.620 --> 00:02:47.620 comprehensive problem-solving 32 00:02:47.700 --> 00:02:49.700 results based attribute supported 33 00:02:50.100 --> 00:02:55.660 Performance management system a way to bring that down to a present-day method to get the most out of your team 34 00:02:55.860 --> 00:03:00.460 With just four real simple questions and five very easy to develop skills 35 00:03:01.300 --> 00:03:06.820 Today we close out with excellent leader. This is really the heart of 36 00:03:07.540 --> 00:03:08.580 leadership 37 00:03:08.580 --> 00:03:14.420 The leader or the heart of good healthy and productive leadership being a good leader 38 00:03:14.420 --> 00:03:18.780 It comes down to really three things first. It's how you allocate your time 39 00:03:19.660 --> 00:03:24.420 Second is how you make decisions and third is how you behave 40 00:03:24.940 --> 00:03:31.140 So let's look at how you use time first. How does an excellent leader really allocate his or her time? 41 00:03:31.460 --> 00:03:36.380 There are helpful things you've certainly heard of for example, you can start with a calendar cleanse 42 00:03:36.820 --> 00:03:40.060 You can simply go through everything on your calendar and do that 43 00:03:40.060 --> 00:03:45.180 Maybe once a quarter and get rid of everything that's like some kind of an unused forgotten subscription 44 00:03:45.180 --> 00:03:51.380 There's an activity out there that just gobbles time just get it off the calendar and this is especially true with mid-level managers 45 00:03:51.380 --> 00:03:54.580 They find themselves attending all kinds of unnecessary meetings 46 00:03:54.700 --> 00:04:01.340 you have certainly heard that you have the need if you're gonna be effective to have a clear set of objectives with your 47 00:04:01.700 --> 00:04:03.580 Calendaring and your time management 48 00:04:03.580 --> 00:04:09.820 Let's say you're in marketing and one of your goals is to increase your reach on one of your platforms by 15% 49 00:04:10.580 --> 00:04:15.900 Your calendar should reflect that you've got two or three actions that will help drive toward that goal 50 00:04:15.900 --> 00:04:18.940 And you should be able to see that every week which objective am I getting done? 51 00:04:18.940 --> 00:04:21.260 If the objective isn't clearly in front of you 52 00:04:21.260 --> 00:04:27.100 You'll end up doing all kinds of things that are not productive and how do you make sure you're achieving your objectives? 53 00:04:27.100 --> 00:04:30.380 You set aside time to plan and think and you really can't do that 54 00:04:30.380 --> 00:04:36.460 If you don't set some boundaries, you can't respond to every phone call. You can't respond to every text or email immediately 55 00:04:36.980 --> 00:04:39.700 And back in the day, you we didn't have smartphones 56 00:04:40.260 --> 00:04:43.900 So we could be in a meeting and actually truly be unavailable 57 00:04:44.220 --> 00:04:48.980 Now you're concerned that you're ghosting someone especially with a text message 58 00:04:49.500 --> 00:04:52.060 And that's if you just don't reply even in a few minutes 59 00:04:52.580 --> 00:04:56.300 That can impact your capability to focus if you're nervous about 60 00:04:56.300 --> 00:04:59.780 Sending your boss or subordinates or 61 00:05:00.000 --> 00:05:05.360 Vendors or customers the wrong message by building a boundary of not being responsive 62 00:05:05.360 --> 00:05:07.160 for the benefit of your focused project? 63 00:05:07.160 --> 00:05:12.120 Well, you can give them the feeling of some instant touch by at least using that auto 64 00:05:12.120 --> 00:05:13.120 reply. 65 00:05:13.120 --> 00:05:15.760 You can even customize that reply. 66 00:05:15.760 --> 00:05:19.760 You have heard that you should schedule everything. 67 00:05:19.760 --> 00:05:20.760 Even your recreation. 68 00:05:20.760 --> 00:05:25.120 I mean, there's certainly some truth to making sure you're on time to events, meetings, conference 69 00:05:25.120 --> 00:05:26.120 calls, that sort of thing. 70 00:05:26.120 --> 00:05:29.840 But should you really schedule everything? 71 00:05:29.840 --> 00:05:33.720 And then there's the concept of getting organized, the practice of delegating tasks and all kinds 72 00:05:33.720 --> 00:05:35.760 of methods of prioritizing things. 73 00:05:35.760 --> 00:05:37.240 Now, here's the problem. 74 00:05:37.240 --> 00:05:43.440 I just listed seven things that you've got to do to manage your time. 75 00:05:43.440 --> 00:05:44.440 And that's a lot. 76 00:05:44.440 --> 00:05:47.840 And if I can't keep it somewhat simple, at least for myself, I'm probably not going to 77 00:05:47.840 --> 00:05:50.520 be that consistent over the long haul. 78 00:05:50.520 --> 00:05:54.640 At the end of the day, we've got to have some tool that will be easy to remember and kind 79 00:05:54.640 --> 00:05:56.520 of fun to use. 80 00:05:56.520 --> 00:06:01.640 So for leaders, you know, I think the best tool is an old one. 81 00:06:01.640 --> 00:06:05.280 The best tool on how we allocate our time is the Eisenhower matrix. 82 00:06:05.280 --> 00:06:10.240 Now, Dwight Eisenhower was a five-star general, and he served as the supreme commander of 83 00:06:10.240 --> 00:06:13.480 the Allied forces in Europe during World War II. 84 00:06:13.480 --> 00:06:17.880 He later became the 34th president of the United States, and he served two terms from 85 00:06:17.880 --> 00:06:21.360 1953 to 1961. 86 00:06:21.360 --> 00:06:24.920 He won both elections in huge landslides. 87 00:06:24.920 --> 00:06:29.720 He's largely credited with a time management tool called the Eisenhower matrix. 88 00:06:29.720 --> 00:06:33.960 Stephen Covey really made it popular in his worldwide best-selling book, The Seven Habits 89 00:06:33.960 --> 00:06:35.680 of Highly Effective People. 90 00:06:35.680 --> 00:06:39.500 And others have come along and have modified the Eisenhower matrix for their own industry 91 00:06:39.500 --> 00:06:41.000 or their situation. 92 00:06:41.000 --> 00:06:46.460 The concept of the matrix is that highly successful and effective people will end up spending 93 00:06:46.460 --> 00:06:49.200 a good deal of time in quadrant two. 94 00:06:49.200 --> 00:06:53.600 Now, if you're watching on the video, it's easier to see this, but if you're just listening 95 00:06:53.600 --> 00:06:58.640 by audio, quadrant one deals with handling a crisis. 96 00:06:58.640 --> 00:07:01.560 It's highly important and urgent. 97 00:07:01.560 --> 00:07:06.200 It doesn't have to necessarily be an absolute crisis, but if you don't do this, it's going 98 00:07:06.200 --> 00:07:07.880 to become a crisis. 99 00:07:07.880 --> 00:07:10.440 This is where you finish the project by the deadline. 100 00:07:10.440 --> 00:07:14.720 The TV interview is happening at the scheduled time tomorrow morning early, and you just 101 00:07:14.720 --> 00:07:16.960 don't have a choice but to prepare for it. 102 00:07:16.960 --> 00:07:22.560 This is where you respond to a boss or a subordinate or a customer that has an urgent 103 00:07:22.560 --> 00:07:24.440 email, and it matters. 104 00:07:24.440 --> 00:07:29.720 If you don't respond, it's going to tie everything else up, and you'll be a cog in the wheel. 105 00:07:29.720 --> 00:07:31.220 Now you've got a proposal. 106 00:07:31.220 --> 00:07:34.680 It's due, and you've got to finish it tonight, and if you don't, you're going to mess everything 107 00:07:34.680 --> 00:07:36.360 else up for everyone else. 108 00:07:36.360 --> 00:07:38.000 So that's quadrant one. 109 00:07:38.000 --> 00:07:42.640 The extreme of quadrant one is a true emergency. 110 00:07:42.640 --> 00:07:44.520 Your house is on fire. 111 00:07:44.520 --> 00:07:46.440 That's very urgent, and it's important. 112 00:07:46.440 --> 00:07:50.760 You have no choice but to get your family and run to safety. 113 00:07:50.760 --> 00:07:57.360 Now the goal is over time for us to become proactive enough as leaders that the time 114 00:07:57.360 --> 00:08:01.480 that you spend here in quadrant one feels more under your control. 115 00:08:01.480 --> 00:08:05.420 It's really reserved for true emergencies or things close to them. 116 00:08:05.420 --> 00:08:13.320 With better planning and better action, you shouldn't have as many high quadrant one issues. 117 00:08:13.320 --> 00:08:18.480 Now quadrant four is not important and not urgent. 118 00:08:18.480 --> 00:08:22.860 This is like organizing some old files that you will probably never need again. 119 00:08:22.860 --> 00:08:26.360 They're just sitting in storage until the statute of limitations expires. 120 00:08:26.360 --> 00:08:30.640 Some people like this type of a task, and that's because they're easy, and they're a 121 00:08:30.640 --> 00:08:36.620 break from deliberate activity, yet the highly successful people eliminate them. 122 00:08:36.620 --> 00:08:42.220 This includes clearing out trivia, attending to like some status meeting with no objective. 123 00:08:42.220 --> 00:08:43.620 It's just busy work. 124 00:08:43.620 --> 00:08:47.420 None of these activities really help the organization, and they don't help you accomplish your goal 125 00:08:47.420 --> 00:08:49.580 or your objectives. 126 00:08:49.580 --> 00:08:54.900 For some people, these are really hard to say no to because they can be kind of therapeutic, 127 00:08:54.900 --> 00:08:59.860 but they are time consuming, and they don't really help anyone. 128 00:08:59.860 --> 00:09:04.460 Just declutter these quadrant four issues and don't do them. 129 00:09:04.460 --> 00:09:08.700 Quadrant three is urgent, but it's not really important. 130 00:09:08.700 --> 00:09:13.580 One example might be handling a non-client or non-vendor related email. 131 00:09:13.580 --> 00:09:17.380 Emails that might be time sensitive, but they don't really require your expertise. 132 00:09:17.380 --> 00:09:18.980 These are interruptions. 133 00:09:18.980 --> 00:09:21.460 Try to delegate these tasks. 134 00:09:21.460 --> 00:09:25.980 This will set you free for quadrant two. 135 00:09:25.980 --> 00:09:27.620 Quadrant two is where the gold is. 136 00:09:27.620 --> 00:09:29.380 This is where the great insights are found. 137 00:09:29.380 --> 00:09:31.980 This is where you come up with a breakthrough on a project. 138 00:09:31.980 --> 00:09:35.860 This is where you noodle over a problem and you come up with a better way to solve it. 139 00:09:35.860 --> 00:09:39.380 You need to schedule time for yourself to be in this quadrant. 140 00:09:39.380 --> 00:09:41.340 This is where you think. 141 00:09:41.340 --> 00:09:45.860 This is where you evaluate your last project and you give it a critical review, and you 142 00:09:45.860 --> 00:09:51.540 come up with an improvement, a continuous improvement task. 143 00:09:51.540 --> 00:09:55.940 This is where you watch a professional development video, or you read an article or a book and 144 00:09:55.940 --> 00:09:57.540 you think about it. 145 00:09:57.540 --> 00:09:59.460 This is where you map out a plan. 146 00:10:00.000 --> 00:10:05.480 Now, sometimes this task has no set deadline, but by paying attention to it, you get closer 147 00:10:05.480 --> 00:10:08.280 to your long-term goals. 148 00:10:08.280 --> 00:10:13.700 Using this tool, you can engage in healthy and productive time management without having 149 00:10:13.700 --> 00:10:16.600 a laundry list of hard-to-remember tasks. 150 00:10:16.600 --> 00:10:18.300 You'll naturally clean your schedule. 151 00:10:18.300 --> 00:10:21.640 You'll kind of refine for yourself a clear set of objectives. 152 00:10:21.640 --> 00:10:24.320 You'll establish healthy boundaries naturally. 153 00:10:24.320 --> 00:10:26.000 You'll schedule the things that matter. 154 00:10:26.000 --> 00:10:27.000 You'll stay organized. 155 00:10:27.000 --> 00:10:30.840 You'll delegate the right tasks, and you'll build in sort of this appropriate natural 156 00:10:30.840 --> 00:10:33.200 prioritization system automatically. 157 00:10:33.200 --> 00:10:35.120 You'll have kind of this ABC list. 158 00:10:35.120 --> 00:10:39.520 You'll be an excellent leader who makes great use of his time. 159 00:10:39.520 --> 00:10:41.420 So the first thing is that time management. 160 00:10:41.420 --> 00:10:46.440 The second element of an excellent leader is how you make decisions. 161 00:10:46.440 --> 00:10:50.000 When you think of leaders that you admire, you think of decisiveness. 162 00:10:50.000 --> 00:10:53.520 The wavering, indecisive leader is not able to engender trust. 163 00:10:53.520 --> 00:10:56.560 In fact, she can become maddening for the people that work for her. 164 00:10:56.600 --> 00:10:57.920 She's like, make a decision. 165 00:10:57.920 --> 00:10:59.080 Tell us where to go. 166 00:10:59.080 --> 00:11:01.200 So how do you make good decisions? 167 00:11:01.200 --> 00:11:02.880 How do you increase your confidence? 168 00:11:02.880 --> 00:11:08.880 There's always a level of emotion that factors into almost every material decision. 169 00:11:08.880 --> 00:11:12.680 A good leader knows how to lower the temperature of his own emotion. 170 00:11:12.680 --> 00:11:13.680 That'll make him more effective. 171 00:11:13.680 --> 00:11:20.060 Then he's able to rationally think through what's the best for the overall organization. 172 00:11:20.060 --> 00:11:26.540 He can then balance what is best for the organization against what's going to have 173 00:11:26.540 --> 00:11:31.160 a positive impact for his owners, the employees, the customers, and the vendors. 174 00:11:31.160 --> 00:11:33.940 So here's an honest question. 175 00:11:33.940 --> 00:11:40.300 How do you balance the rational issues with the legitimate emotional ones? 176 00:11:40.300 --> 00:11:45.240 I really like the simple five-step problem-solving schematic. 177 00:11:45.240 --> 00:11:46.240 It's a great tool. 178 00:11:46.240 --> 00:11:50.160 It works for everything, not just emotional stuff, but it's pretty straightforward. 179 00:11:50.160 --> 00:11:52.920 First, you define the problem. 180 00:11:52.920 --> 00:11:55.080 Make sure that problem is defined effectively. 181 00:11:55.080 --> 00:11:56.320 Most people don't spend enough time here. 182 00:11:56.320 --> 00:11:58.520 They just kind of start moving to alternatives. 183 00:11:58.520 --> 00:12:00.040 Ask more questions. 184 00:12:00.040 --> 00:12:02.640 Problem definition includes data. 185 00:12:02.640 --> 00:12:06.880 If you're deciding on whether or not to keep a customer, let's just say, you need to know 186 00:12:06.880 --> 00:12:09.760 all the tentacles of that relationship. 187 00:12:09.760 --> 00:12:12.000 How much do we make per trip? 188 00:12:12.000 --> 00:12:14.360 How many trips do we do per year? 189 00:12:14.360 --> 00:12:16.080 How many inventory items are involved in this? 190 00:12:16.920 --> 00:12:19.080 What strain does this have on the talent? 191 00:12:19.080 --> 00:12:21.280 What's the opportunity cost? 192 00:12:21.280 --> 00:12:22.400 You get the idea. 193 00:12:22.400 --> 00:12:27.480 But make sure you define the problem accurately and fully first. 194 00:12:27.480 --> 00:12:31.220 And thoroughly define that problem before moving on. 195 00:12:31.220 --> 00:12:33.160 Don't skip that step. 196 00:12:33.160 --> 00:12:37.440 The second step is developing alternatives, which is a lot easier if you do step one right. 197 00:12:37.440 --> 00:12:42.160 There are usually at least two and probably three realistic alternatives. 198 00:12:42.160 --> 00:12:45.720 The third step is to evaluate each of those alternatives. 199 00:12:45.880 --> 00:12:49.760 You've got to remove your own bias here to be fair to each alternative. 200 00:12:49.760 --> 00:12:51.600 So how do you do that? 201 00:12:51.600 --> 00:12:56.080 Well, act like you're the attorney for each alternative. 202 00:12:56.080 --> 00:13:00.000 Like argue the case with some intensity for that alternative. 203 00:13:00.000 --> 00:13:03.440 Lay out the pros and the cons and kind of push for that alternative. 204 00:13:03.440 --> 00:13:09.320 Kind of force yourself to think through all the evidence, the real facts from the data 205 00:13:09.320 --> 00:13:12.240 that you got from problem solving definition. 206 00:13:12.240 --> 00:13:16.240 And all the data from each of those alternatives. 207 00:13:16.240 --> 00:13:18.560 And be fair to each alternative. 208 00:13:18.560 --> 00:13:20.600 And really push for each side. 209 00:13:20.600 --> 00:13:23.520 And here's where this tool can save your bacon. 210 00:13:23.520 --> 00:13:30.720 One option might be inferior to the other, but it might feel the best for the moment. 211 00:13:30.720 --> 00:13:35.800 But when you peel back the onion, it might be mostly an emotional one. 212 00:13:35.800 --> 00:13:37.940 Like a vindictive move. 213 00:13:37.940 --> 00:13:41.280 This is where you don't want to allow emotion to get the best of you. 214 00:13:41.280 --> 00:13:47.360 And the vindictive alternative, as an example, gives you a moment of this unholy satisfaction. 215 00:13:47.360 --> 00:13:52.560 You get a short-term win, but it isn't how mature leaders make decisions. 216 00:13:52.560 --> 00:13:57.160 And it's probably not the best decision for the organization. 217 00:13:57.160 --> 00:14:02.560 Excellent leaders don't let their ego get in the way of what's the smartest and best 218 00:14:02.560 --> 00:14:03.800 judgment. 219 00:14:03.800 --> 00:14:07.800 So think each alternative all the way through. 220 00:14:07.800 --> 00:14:09.380 Let me give you an example. 221 00:14:09.380 --> 00:14:13.380 To help people be faithful to their spouses, there's this ministry that specializes in 222 00:14:13.380 --> 00:14:19.100 making them follow the moment of the affair of pleasure all the way through to the consequences 223 00:14:19.100 --> 00:14:25.080 of the illicit baby out of wedlock, the bitter children, the broken marriage, the lack of 224 00:14:25.080 --> 00:14:28.260 respect among friends, the whole nine yards. 225 00:14:28.260 --> 00:14:31.380 I thought I'd just kind of throw that in to see if you were still awake. 226 00:14:31.380 --> 00:14:33.180 But you get the idea. 227 00:14:33.180 --> 00:14:39.140 When you follow a decision all the way through to a future point in time, it can change your 228 00:14:39.180 --> 00:14:40.660 perspective. 229 00:14:40.660 --> 00:14:42.140 Take your business decision. 230 00:14:42.140 --> 00:14:44.540 Think it all the way through. 231 00:14:44.540 --> 00:14:47.900 What will your competitors, what will your vendors, what will your customers, what will 232 00:14:47.900 --> 00:14:52.860 your employees, what will your shareholders do a month or two after the full ramifications 233 00:14:52.860 --> 00:14:56.500 of this alternative are fully implemented? 234 00:14:56.500 --> 00:14:58.060 How about a year later? 235 00:14:58.060 --> 00:14:59.060 Think it through. 236 00:14:59.060 --> 00:15:00.020 Sometimes you have to... 237 00:15:00.000 --> 00:15:09.000 Go it alone on a decision just based on the nature of the decision, but usually you can discuss a material decision with your team. 238 00:15:09.000 --> 00:15:12.700 Let them weigh in as much as possible when it's appropriate. 239 00:15:12.700 --> 00:15:21.500 Okay, so step four is simply to pick the best alternative with an execution plan. 240 00:15:21.500 --> 00:15:26.900 The fact that you've gone through this process will give you more resolve to remain firm with that decision. 241 00:15:26.900 --> 00:15:28.900 Let's say it's a yucky decision as an example. 242 00:15:28.900 --> 00:15:32.400 Let's say you decided you can't remediate one of your leaders. 243 00:15:32.400 --> 00:15:34.800 You have to fire her. 244 00:15:34.800 --> 00:15:37.300 She's way below her revenue goals. 245 00:15:37.300 --> 00:15:44.500 Her spending is out of control and all her subordinates complain about her erratic leadership. 246 00:15:44.500 --> 00:15:50.100 Emotion can cloud decisions and emotion can make you delay what's best for the organization. 247 00:15:50.100 --> 00:15:56.300 Yet if after you've gone through the process, honestly, you can rest assured that you have done your best. 248 00:15:56.300 --> 00:15:58.800 Let's say it's not an emotionally charged decision. 249 00:15:58.800 --> 00:16:03.400 It's just a choice of whether to expand in an area or not. 250 00:16:03.400 --> 00:16:12.300 The process helps you keep your cool when you move forward because the one that wasn't emotional to make might become extremely difficult afterwards. 251 00:16:12.300 --> 00:16:14.600 Implementation is never easy. 252 00:16:14.600 --> 00:16:18.500 So you need to be confident that you have selected that right alternative. 253 00:16:18.500 --> 00:16:21.300 So pick that alternative and announce it. 254 00:16:21.300 --> 00:16:27.600 And what I mean by this is even if it's a collaborative process, when the decision is made, make it clear. 255 00:16:27.600 --> 00:16:30.000 Ambiguity is not your friend. 256 00:16:30.000 --> 00:16:33.500 It's not a friend of any organization, any nonprofit. 257 00:16:33.500 --> 00:16:35.000 So those are four of our five steps. 258 00:16:35.000 --> 00:16:39.900 Now to the fifth step, you've picked this alternative with an execution plan. 259 00:16:39.900 --> 00:16:44.300 So now implement that solution with precision. 260 00:16:44.300 --> 00:16:45.400 Go all out. 261 00:16:45.400 --> 00:16:49.200 Let's say your decision was to expand to another part of the Metro. 262 00:16:49.200 --> 00:16:50.800 Deploy the resources. 263 00:16:50.900 --> 00:16:51.800 Get it done. 264 00:16:51.800 --> 00:16:53.700 Get started now. 265 00:16:53.700 --> 00:17:01.500 The point of the problem-solving schematic with these five simple steps is that you can make good decisions with confidence. 266 00:17:01.500 --> 00:17:05.700 And that helps you drive toward action. 267 00:17:05.700 --> 00:17:10.200 And that leads you to accomplishing your objectives. 268 00:17:10.200 --> 00:17:11.800 One more thing. 269 00:17:11.800 --> 00:17:20.099 Excellent leaders who make really good decisions allow for a regular review of the results of their decision. 270 00:17:20.099 --> 00:17:24.500 What are the consequences of that decision we just made that I have all this confidence in? 271 00:17:24.500 --> 00:17:27.200 Did the market receive us as well as we had hoped? 272 00:17:27.200 --> 00:17:32.600 Now if you were generally right but not exactly right, make a quick course correction. 273 00:17:32.600 --> 00:17:34.000 Leaders aren't perfect. 274 00:17:34.000 --> 00:17:38.800 Excellent leaders deeply desire to make wise decisions. 275 00:17:38.800 --> 00:17:41.200 You usually get what you want. 276 00:17:41.200 --> 00:17:49.700 When you employ the problem-solving schematic for your decisions and you top it off with a willingness to make changes to improve upon your decision, 277 00:17:50.400 --> 00:17:57.700 and you really want to make excellent wise decisions, you are an excellent leader. 278 00:17:57.700 --> 00:18:00.400 So those are two of our three things on leadership. 279 00:18:00.400 --> 00:18:06.200 The third component of an excellent leader is how you behave. 280 00:18:06.200 --> 00:18:10.300 You know, God's given us ten commandments, and I just have seven. 281 00:18:10.300 --> 00:18:16.800 And these seven commandments are really the center of the heart of excellent leadership. 282 00:18:16.800 --> 00:18:20.300 It's articulated in thou shalt nots. 283 00:18:20.300 --> 00:18:22.000 And so here they are. 284 00:18:22.000 --> 00:18:25.100 Thou shalt not violate people. 285 00:18:25.100 --> 00:18:26.100 Return their phone call. 286 00:18:26.100 --> 00:18:26.800 Return their email. 287 00:18:26.800 --> 00:18:27.900 Return their text. 288 00:18:27.900 --> 00:18:29.300 Encourage them in their gift. 289 00:18:29.300 --> 00:18:30.800 Engage them in the process. 290 00:18:30.800 --> 00:18:32.800 Listen to their ideas. 291 00:18:32.800 --> 00:18:34.100 Assume the best. 292 00:18:34.100 --> 00:18:35.700 Give them due process. 293 00:18:35.700 --> 00:18:38.700 Choose to work through the conflict. 294 00:18:38.700 --> 00:18:41.100 Celebrate their success. 295 00:18:41.100 --> 00:18:44.400 Treat them the way you really want to be treated. 296 00:18:44.400 --> 00:18:49.300 If you were in their shoes, as if you were their subordinate. 297 00:18:49.300 --> 00:18:54.100 Number two, thou shalt not violate integrity. 298 00:18:54.100 --> 00:18:56.700 Establish a just weight. 299 00:18:56.700 --> 00:18:58.500 Don't cheat or steal. 300 00:18:58.500 --> 00:18:59.900 Finish the job you started. 301 00:18:59.900 --> 00:19:02.700 Do excellent work, even when no one's looking. 302 00:19:02.700 --> 00:19:10.400 If it's a gray issue, be transparent and make sure it serves the organization and the customer. 303 00:19:10.400 --> 00:19:15.600 Number three, thou shalt not violate your power. 304 00:19:15.600 --> 00:19:17.600 Cast the vision appropriately. 305 00:19:17.600 --> 00:19:21.500 Give authority and responsibility away properly. 306 00:19:21.500 --> 00:19:25.500 But make it about the company or the nonprofit or the organization's mission. 307 00:19:25.500 --> 00:19:29.600 Refrain from making it about you. 308 00:19:29.600 --> 00:19:34.200 Number four, thou shalt not violate policy. 309 00:19:34.200 --> 00:19:40.300 Don't publicly announce something that has not been privately approved by the appropriate legal and accounting advisors. 310 00:19:40.300 --> 00:19:48.000 Don't set yourself above the policies that you expect others who are following you to abide by. 311 00:19:48.000 --> 00:19:52.900 Number five, thou shalt not violate process. 312 00:19:52.900 --> 00:19:58.700 Don't first decide what you're going to do and then force an adversarial my way or the highway end game. 313 00:19:58.700 --> 00:19:59.800 Work with your team. 314 00:20:00.000 --> 00:20:03.160 work with them well. Number six, 315 00:20:03.160 --> 00:20:06.520 thou shalt not violate character. 316 00:20:06.520 --> 00:20:09.880 Don't sacrifice your personal development for short-term gain. 317 00:20:09.880 --> 00:20:12.960 The project will be there tomorrow. 318 00:20:12.960 --> 00:20:16.640 Make sure you are the right man or woman inside 319 00:20:16.640 --> 00:20:21.120 first. And number seven, thou shalt not violate 320 00:20:21.120 --> 00:20:24.520 trust. Leadership is a sacred trust. 321 00:20:24.520 --> 00:20:27.680 Don't be frivolous or take yourself too seriously. 322 00:20:28.160 --> 00:20:30.880 Have a sound estimate of yourself. Serve your people. 323 00:20:30.880 --> 00:20:34.680 Ask for forgiveness when you're wrong. Be a learner. 324 00:20:34.680 --> 00:20:38.360 So, we've covered a lot. 325 00:20:38.360 --> 00:20:41.960 Good leaders are not aspiring for perfection, 326 00:20:41.960 --> 00:20:46.080 but they aren't lazy either. They endeavor to be authentic, 327 00:20:46.080 --> 00:20:49.520 artful, effective, and excellent. 328 00:20:49.520 --> 00:20:53.400 Authentic leaders understand all the leadership functions 329 00:20:53.400 --> 00:20:56.720 and all those responsibilities and they make an honest self-appraisal 330 00:20:57.040 --> 00:21:00.480 and they endeavor to balance the role of support and direction 331 00:21:00.480 --> 00:21:04.800 for the benefit of the mission. Artful leaders 332 00:21:04.800 --> 00:21:08.120 understand the strengths and weaknesses of all these different various leadership 333 00:21:08.120 --> 00:21:08.720 styles 334 00:21:08.720 --> 00:21:12.400 and they've thought through their own and they endeavor to give away the right 335 00:21:12.400 --> 00:21:13.240 amount of freedom 336 00:21:13.240 --> 00:21:16.960 based on the situation. Effective leaders 337 00:21:16.960 --> 00:21:20.880 make that happen by answering the four key questions and 338 00:21:20.880 --> 00:21:24.800 using five skills to give healthy feedback. Excellent leaders 339 00:21:24.800 --> 00:21:29.480 regularly schedule time for quadrant two. They make good decisions 340 00:21:29.480 --> 00:21:33.560 and they behave honorably. 341 00:21:33.560 --> 00:21:37.680 So, thanks for joining us on this four-part series to your authentic, 342 00:21:37.680 --> 00:21:41.080 artful, effective, and excellent leadership. 343 00:21:41.080 --> 00:21:45.360 Next week we get back to our freedom principles and our current events. 344 00:21:45.360 --> 00:21:48.840 In the meantime, God bless you. Hi, I'm David Farah. 345 00:21:48.840 --> 00:21:52.520 Thank you for listening to my dad's podcast, The Barry Farah Show. 346 00:21:52.960 --> 00:21:57.120 Culture Shift. Click subscribe now to be sure you don't miss an episode. 347 00:21:57.120 --> 00:22:00.240 Share this podcast with your friends on social media 348 00:22:00.240 --> 00:22:04.560 and give The Barry Farah Show your five-star rating. See you next time.