Leading with Power and Authority: Energize Others with Deep Green Leadership

Written by James K. Hazy, Ed.D., Founder & CEO, Leadership Science, LLC

One ofrepparttar most significant aspects of leadership involvesrepparttar 119498 stewardship of resources both collective and individual. People instinctively want to understand how their needs will be met inrepparttar 119499 present and inrepparttar 119500 future. When they are confident their needs will be cared for, they experience a sense of control and a feeling of power. Ironically, inrepparttar 119501 process they must acknowledge a dependence upon collective action for success. They internalizerepparttar 119502 collective agenda as their own—a deep sense of trust inrepparttar 119503 organization and its leadership isrepparttar 119504 result. Leading by influencing people's belief inrepparttar 119505 fairness of resource flows and their trust that they will eventually benefit, is a powerful aspect of leadership.

Likerepparttar 119506 deep green ofrepparttar 119507 rainforest canopy, when leadership provides its members withrepparttar 119508 resources they need to grow,repparttar 119509 organizational canopy is teaming with life. In this second of a series of articles exploringrepparttar 119510 spectrum of leadership influence, I addressrepparttar 119511 question: how does deep green leadership energize others?

The Story Part 1: The Conundrum One Thursday afternoon as a scheduled meeting was breaking up, Lynn,repparttar 119512 CEO, realized he had time to stop byrepparttar 119513 field office in town. He had hoped he could as this office was one ofrepparttar 119514 lower performing ones inrepparttar 119515 region. He sent his driver ahead with his luggage saying he would haverepparttar 119516 office manager drive him torepparttar 119517 airport after his visit.

When he arrived atrepparttar 119518 plush offices, he was taken byrepparttar 119519 emptiness ofrepparttar 119520 space,repparttar 119521 quiet and relatively low energy level. The support staff seemed to be making themselves busy andrepparttar 119522 members ofrepparttar 119523 outside sales team who were inrepparttar 119524 office, were busily doing paperwork between conversations with office mates. When questions were posed about how things could be run more effectively, Lynn was struck byrepparttar 119525 pervasive sense of powerlessness. Productive work was hard to identify againstrepparttar 119526 backdrop of make-work activity.

Lynn regretted having become disconnected fromrepparttar 119527 organization. He remembered a few months back when he visited a high performance office. It had seemed as though an "invisible hand" was guiding action, efficiently and effectively.

He remembered feeling that things were going well then, that actions seemed directed and everyone was excited and happy. They came in early and stayed late. The pace of action was quick and efficient. Now, in contrast, people seemed to be making work, active but without clear link torepparttar 119528 organization's objectives. They were doing what they thought was right, but weren't sure. Morale, it seems, had sagged. As he leftrepparttar 119529 office and headed forrepparttar 119530 airport, he made a mental note: "Our leadership plan needs work," he thought.

Analysis and Perspective In his leadership role, Lynn was appropriately, if informally, monitoring a leading indicator of performance. When he notedrepparttar 119531 apparent confusion regarding efficient resource allocation and a pervasive sense of powerlessness he was observing an indicator of sagging leadership effectiveness. He appropriately hypothesized that this decline was related to a reduced "velocity" of leadership acrossrepparttar 119532 organization,repparttar 119533 amount of time spent on leadership activities was declining. Because a pervasive sense of powerlessness and confusion about resource distribution are indicative of a decline in a specific type of leadership influence, called deep green leadershipSM, he realized that he needed to initiate programs to reenergize this type of leadership inrepparttar 119534 organization.

Lynn knew that three steps were required: first gather information aboutrepparttar 119535 current situation, diagnoserepparttar 119536 issues and formulate hypotheses; second, initiate specific leadership activities designed to shore-uprepparttar 119537 deeply held sense of fairness in resource distribution acrossrepparttar 119538 firm andrepparttar 119539 sense of potency or power that results; and third, institutionalize change by integrating these initiatives intorepparttar 119540 organization's culture.

Lynn realized this would not be easy. His leadership teams must find ways to influence members' deeply held beliefs about their relationship withrepparttar 119541 organization and their sense ofrepparttar 119542 organization's fairness. The benefits of success are great, however, because a sense of fairness enables trust and clarity of action. Both focus action on collective benefits rather than on individual comforts.

Case Study Examples Many organizations face periods where change inrepparttar 119543 environment or torepparttar 119544 organization's structure disruptsrepparttar 119545 flow of resources throughrepparttar 119546 system. The organization's members begin to wonder what these changes mean to them and whether they will be treated fairly. During these periods,repparttar 119547 organization's members do not feel in control of their own situation and of their organization's success. They spend time and energy trying to understand whatrepparttar 119548 situation means to them and attempting to position themselves to benefit or simply to protect their interests. Sometimes they even consider leaving. To prepare for possible inequity, some members userepparttar 119549 organization's resources to feather their nests and accumulate power in order to feel in control. Upon reflection, Lynn realized that he himself had used his driver to satisfy his personal needs even as those ofrepparttar 119550 organization were not best served. Whenrepparttar 119551 sense of unfairness or lack of control occurs broadly acrossrepparttar 119552 organization, leadership intervention is required.

The success of Intel inrepparttar 119553 microprocessor business is legendary, but it didn't have to be that way. The Intel story might have been quite different if some of its managers had not been skilled at gaining access to firm resources, that is, at deep green leadership.

Fromrepparttar 119554 moment he joined Intel, technologist Les Kohn believedrepparttar 119555 firm should enterrepparttar 119556 reduced instruction set computing (RISC) processor market pioneered by competitors Sun Microsystems and Motorola. However, strategically, Intel had decided not to enterrepparttar 119557 market and had not allocated resources torepparttar 119558 product.

Kohn knew he needed to garner firm resources if his dream was to be realized. He also knew that a skunk works project would not have sufficient scale and scope to buildrepparttar 119559 team he needed. Therefore, he decided to "sell"repparttar 119560 project to top-management as a co-processor to be sold along with Intel's core products, rather than as a stand-alone processor that would have competed with Intel's core product line.

Withrepparttar 119561 product funded, resources flowed torepparttar 119562 project and to those working on it. Fortunately, market momentum grew and becauserepparttar 119563 product had good margins, Intel's production rules ensured adequate fabrication capacity and other resources were supplied torepparttar 119564 product. With his focus on providingrepparttar 119565 needed resources to his project and his team, Kohn exhibited deep green leadership influence. Likewise, Intel prospered in a new market with growing revenue1.

Leadership Development And Jumping Out of Airships

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119497 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

Word count: 885

=========================================== Summary: The Leadership Development function in many a corporation has often been viewed as a sideline when compared to such functions as sales and marketing. Yet Leadership Development can and should be seen as integral to a company's bottom and top lines. Here are two simple ways to make it happen. =========================================== Leadership Development And Jumping Out of Airships by Brent Filson A German silent film melodrama depicts an airship bombing London during World War I. Lit up by searchlights and strafed by fighters,repparttar 119498 crippled airship loses altitude asrepparttar 119499 captain frantically jettisons dispensable gear to lighten weight. Eventually,repparttar 119500 only weight left is human. Sorepparttar 119501 captain orders members ofrepparttar 119502 crew overboard. A grisly scene unfolds asrepparttar 119503 airmen, one by one, without parachutes, step up torepparttar 119504 hatch, saluterepparttar 119505 captain andrepparttar 119506 first mate, then jump to their deaths. Lightened,repparttar 119507 airship returns safely to Germany. That scene is not a relic. It's happening in corporations frequently these days, clearly not as fact but metaphor. Companies, shot up inrepparttar 119508 cross fires of increasingly competitive markets, must lighten their loads to get earnings' growth buoyancy. The captains are jettisoning all butrepparttar 119509 indispensable employees. Commonly, one ofrepparttar 119510 first functions to be ordered out isrepparttar 119511 training function -- in particular, leadership training or leadership development. Many company heads view such training as dispensable asrepparttar 119512 airship crew inrepparttar 119513 melodrama. Yet leadership isn't dispensable to business success. It's absolutely indispensable. Good leaders are far more important torepparttar 119514 long term success of companies than good products. All organizations that fail to get, keep, and develop good leaders eventually founder. This isn't a secret. Most leaders know this. Here'srepparttar 119515 secret: The fact that leadership development is viewed as dispensable is notrepparttar 119516 captain's making. It'srepparttar 119517 crew's making. The blame lies withrepparttar 119518 people in charge ofrepparttar 119519 leadership development. They simply have not defined leadership development in indispensable ways for results. Sure, they have defined such development for training results but not forrepparttar 119520 results that really count, business results. And when training people focus on training results not business results, they are always put atrepparttar 119521 front whenrepparttar 119522 superfluous are told to line up to leap. What is leadership but results -- not training results, business results. If leaders are not getting their business results, they are not leading. Results can be defined in many ways, productivity, operating efficiencies, sales growth, cost reductions, etc., but leadership development has no real value unless it is helpingrepparttar 119523 leaders get those results. Here are two simple ways to position your role to notably increase your value to your company.

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