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Such leadership might entail: -- taking initiative to order and manage supplies, -- evaluating job results and raising those results to ever higher levels, -- having floor sweeping be an integral part of general cleaning policy, -- hiring, training, developing other floor sweepers, -- instilling a "floor sweeping esprit"that can be manifested in training, special uniforms and insignias , behavior, etc. -- setting floor sweeping strategy and goals.
Otherwise, in a "doing" mode, one simply pushes a broom.
You may say, "Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!"
Could be. But my point is that applying leadership to a task changes expectations of task. It even changes task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed.
Whenever you need to lead people to accomplish a task, challenge them not to do that task but to take leadership of that task.
This gets back to key measurement of your leadership. Your leadership should best be measured not by your leadership but by leadership of people you lead.
Now, in becoming leaders, they can't simply do what they want. They must come to an agreement with you as to what leadership actions they will take. You can veto any of their proposed actions. However, use veto sparingly. Cultivate your confidence and their confidence in their leadership.
When you evaluate effectiveness of your leadership by feedback loop connected to their leadership, you are assessing your world as it should be, and great results will follow.
2005 © The Filson Leadership Group, Inc. All rights reserved.
The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com