You're It by Leonard J. Marcus

Author:Leonard J. Marcus [Marcus, Leonard J. & McNulty, Eric J. & Henderson, Joseph M. & Dorn, Barry C.]
Language: eng
Format: epub
Publisher: PublicAffairs
Published: 2019-06-11T00:00:00+00:00

Leaders often describe leadership as lonely, especially when the situation is bad. The worse the situation is, the lonelier it can feel. When the situation is really bad, you can be overcome with feelings of isolation.

Should you find yourself experiencing the profound loneliness of a bad situation, know that it can be also be an opportunity to discover your greatest personal resilience. That resilience is critical to the resilience of the larger operation—or in a very broad situation, the overall population. Your followers are far less likely to be resilient if you cannot find that quality within yourself.

This is the lesson of Ethan Zohn. Cultivating your resilience is critical to mastering the many situations you face. Life is not linear, it’s complex. It is full of unexpected pivots. Should you simply dispense with planning because you know that you will face many situations, large and small, every day? Not at all. Remember, plans are directional, not deterministic. Context is dynamic. Be attuned to the world around you—and the world within yourself. Without this awareness, you will miss opportunities or needlessly succumb to setbacks.

Embrace a mind-set of striving to fully perceive, orient to, and understand the situations that surround you. Only then can you truly engage the enterprise of the people to whom you connect and who look to you for guidance and direction: those down, up, across, and beyond your organization. Connectivity—this is the topic we turn to in the next chapters.

Questions for Journaling

Engage in practice runs with the POP-DOC Loop in routine situations such as during a staff meeting, a night out with friends, or a walk through airport security and check-in. What do you perceive? What do you later realize you failed to perceive? How accurate were your orientation and predictions? Were your decisions sound? How did you make things happen and communicate your intentions? How were your actions influenced by this exercise?

Then apply POP-DOC to a crisis situation. It could be a personal crisis or a major organizational crisis. How comprehensive were your perceptions? Did your orientation reap useful patterns? And how accurate were your predictions? Turning to DOC, did your decisions achieve the intended effects? Were they operationalized as planned? And your communication efforts: did they work?

Remember a time when you were called upon to pivot, in either your professional or personal life. What happened? What encouraged the pivot? What discouraged it? And did your pivot help or complicate your situation?

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.