By Richard Brody
How often have you heard someone speak about the need to think outside the box, while generally there is little discussion of precisely what and where that box is, and what it actually means? While this expression is meant to refer to the need for changes to be made, and for some constructive alternative thinking, unfortunately it often remains little more than a mere rhetorical exercise, rather than a needed behavioral action and more open - minded mindset. One of the challenges to locating qualified and true leaders is that there is so much time speaking about the need for change, and promising to make the needed changes, but so little time and effort devoted to understanding what needs changing and what does not.
1. Is the reference to change meaningful by precipitating a change in behavior, mindset and actions taken, or is it simply some sort of empty rhetoric or political manifestation? Simply stating that one will make a change or changes, but without an accompanying action plan which aligns with a thoroughly formulated strategy, rarely has any impact other than a political one. For change to be meaningful, it must address needs, not by assigning blame, but rather by showing a direction that has not been pursued effectively previously.
2. Great leadership means to dedicate oneself to fully and properly analyze what is, and what is presently being done, as well as past activities and actions. This means looking objectively at the good, as well as the bad and even perhaps the ugly. This analysis must lead to a clearcut vision to better achieve an organization's missions and needs, in order to get a true picture of precisely where the group is and has been, what present policies are, and an open - minded approach to numerous alternatives.
3. You are not a leader unless your analysis leads you to create essential goals. It is important that one avoid the rhetorical, verbiose approach, and seek true and meaningful direction instead.
4. Like most things regarding truly leading, words, and even goals, without a plan, accomplish little of a concrete nature. Analysis must lead to the creation of a strategic plan, which examines the past and the heritage, examines the mission and tweaks it if necessary to make it more relevant and sustainable, and is actionable. This strategic planning must directly lead to the creation of an action plan, with a timeline and assignments. Aren't you tired of empty rhetoric? Is the same old, same old acceptable? Wouldn't you hope that your leader understand what is, what's needed, what could be, and what needs to be done, and then is willing to take the steps needed to get there?
Insist that your leader avoid discussing the infamous box unless he understands what that really means! We need alternative thinkers, who have the personal fortitude, integrity and ability to see things as they are, and ask why, and also have the vision to proceed towards the future in a meaningful manner.
Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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