Key take aways:
- Spped is a given, expertise is fleeting, and learning to trust others in your organization is trickier than every.
- Leaders must be naturally curious and possess a solid knowledge of their own preferences.
- There are a number of capabilities you should seek in your inner-circle thinking partners. They should ask great questions and listen closely. They should have reputations for integrity, and high-quality experience relevant to the key issues you need to resolve. They should be flexible, providing unique perspectives and tailoring their input to meet the challenges and questions at hand. They should have curiosit and an intuitive understanding of your strengths. They should be free from conflict of interest, both personal and structural. They should also be as eager to work with you as you are to work with them.
- Develop your ability to discern patterns. We must look for patterns that dictate how we make sense of the world, particularly when an existing pattern cannot explain a new business element or pattern. Recongniing these partterns is an essential business leadership skill.
- Invest in your ability to think in the gray space. Leaders who take their organizations to new heights of success have no established references to sort out hte big picture – them must discover that new reality, pushing the boundaries of what’s known, accepatable, legal, comfortable and practical.
- The hardest part of leadership is to keep sustained focus on essential topics and data, not just the urgent, gotta-do-it-now needs. If too much of your work is urgent, you are not appropriately focused on what is important. You are merely careening from crisis to crisis. Mastering the Habit of Focus – the ability to move forward with important but nonurgent issues in a chaotic, high-pressure environment – is crucial to effective leadership.