Personal attitude

All posts tagged with personal attitude.

A gardening approach to leadership is anything but passive. The leader acts as an 'Eyes-On, Hands-Off' enabler who creates and maintains an ecosystem in which the organization operates.

Stanley McChrystal in 'Team of Teams'

Fabio Walser August 7. 2018 X-board: 'Team of Teams'

More than directing, leaders must exhibit personal transparency. This is the new ideal.

Stanley McChrystal in 'Team of Teams'

Fabio Walser July 28. 2018 X-board: 'Team of Teams'

A leader's words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams.

Stanley McChrystal in 'Team of Teams'

Fabio Walser July 25. 2018 X-board: 'Team of Teams'

Instead of exploiting technology to monitor employee performance at levels that would haver warmed Frederick Taylor's heart, the leader must allow team members to monitor him.

Stanley McChrystal in 'Team of Teams'

Fabio Walser July 23. 2018 X-board: 'Team of Teams'

The leader's first responsibility is to the whole.

Stanley McChrystal in 'Team of Teams'

Fabio Walser July 17. 2018 X-board: 'Team of Teams'

The primary responsibility of the new leader is to maintain a holistic, big picture view, avoiding a reductionist approach, no matter how tempting micromanaging might be.

Stanley McChrystal in 'Team of Teams'

Fabio Walser July 13. 2018 X-board: 'Team of Teams'

My most powerful instrument of communication was my own behavior.

Stanley McChrystal in 'Team of Teams'

Fabio Walser July 4. 2018 X-board: 'Team of Teams'

It was impossible to separate my words and my actions, because the force naturally listened to what I said, but measured the importance of my message by observing what I actually did. If the two were incongruent, my words would be seen as meaningless pontifications.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 29. 2018 X-board: 'Team of Teams'

Leading as a gardener meant that I kept the Task Force focused on clearly articulated priorities by explicitly talking about them and by leading by example.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 27. 2018 X-board: 'Team of Teams'

I found that only the senior leader could drive the operating rhythm, transparency, and cross-functional cooperation we needed. I could shape the culture and demand the ongoing conversation that shared consciousness required.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 24. 2018 X-board: 'Team of Teams'

Creating and maintaining the teamwork conditions we needed–tending the garden–became my primary responsibility.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 20. 2018 X-board: 'Team of Teams'

I had to adapt to the new reality and reshape myself as conditions were forcing us to reshape our force.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 17. 2018 X-board: 'Team of Teams'

The gardener cannot actually 'grow' tomatoes, squash, or beans–she can only foster an environment in which the plants do so.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 13. 2018 X-board: 'Team of Teams'

The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization–its structure, processes, and culture–to enable the subordinate components to function with 'smart autonomy'.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 11. 2018 X-board: 'Team of Teams'

The gardener creates an environment in which the plants can flourish. The work done up front, and vigilant maintenance, allow the plants to grow individually, all at the same time.

Stanley McChrystal in 'Team of Teams'

Fabio Walser June 6. 2018 X-board: 'Team of Teams'

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Personal attitude

A gardening approach to leadership is anything but passive. The leader acts as an 'Eyes-On, Hands-Off' enabler who creates and maintains an ecosystem in which the organization operates.

More than directing, leaders must exhibit personal transparency. This is the new ideal.

A leader's words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams.

Instead of exploiting technology to monitor employee performance at levels that would haver warmed Frederick Taylor's heart, the leader must allow team members to monitor him.

The leader's first responsibility is to the whole.

The primary responsibility of the new leader is to maintain a holistic, big picture view, avoiding a reductionist approach, no matter how tempting micromanaging might be.

My most powerful instrument of communication was my own behavior.

It was impossible to separate my words and my actions, because the force naturally listened to what I said, but measured the importance of my message by observing what I actually did. If the two were incongruent, my words would be seen as meaningless pontifications.

Leading as a gardener meant that I kept the Task Force focused on clearly articulated priorities by explicitly talking about them and by leading by example.

I found that only the senior leader could drive the operating rhythm, transparency, and cross-functional cooperation we needed. I could shape the culture and demand the ongoing conversation that shared consciousness required.

Creating and maintaining the teamwork conditions we needed–tending the garden–became my primary responsibility.

I had to adapt to the new reality and reshape myself as conditions were forcing us to reshape our force.

The gardener cannot actually 'grow' tomatoes, squash, or beans–she can only foster an environment in which the plants do so.

The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization–its structure, processes, and culture–to enable the subordinate components to function with 'smart autonomy'.

The gardener creates an environment in which the plants can flourish. The work done up front, and vigilant maintenance, allow the plants to grow individually, all at the same time.

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