"Executive incumbency is measured by the efficacy of the primary objective—Results."
DUALITY OF LEADERSHIP PT. 1
CONFORMATIVE PREDISPOSITION
Business Objective:
Following a recent slump in earnings, The Board has voted to explore new positioning strategies. The mandate is clear: Implementation will require you to abandon your instincts and embrace unfamiliar processes that are not part of your repertoire. They want the "Standard Model."
Personal Objective:
Conversely, you have your own agenda. Your leadership style is considered unorthodox by the consensus, yet trusting tact and instinct has always worked in your favor.Given that you assume all the risk, betting on yourself is the only rational move.
Some leaders interpret a situation as binary, dismissing the notion of flexible options.
"Above all insults to a leader's legacy is "chief figurehead."
DUALITY OF LEADERSHIP PT. 2
DEPENDENTLY AUTONOMOUS
Business Objective:
Expectations regarding how a "Leader" should operate are often rigid. Some staff require autonomy; others demand a hands-on grip. Regardless of the style, the organization requires a Chief capable of identifying, predicting, and adapting to change without hesitation.
Personal Objective:
Too often, leaders fall victim to the lazy practice of labeling. They'll divide their staff into "Seasoned," "Millennial," or "Next Gen." Labels create misconceptions about skills and habits. When leaders subscribe to categorization, they limit the collective value of the team.
Simply put, leading your people through a crisis requires you to harness Cognitive Diversity, rather than stifling it for the sake of compliance.
"Repetition acts as both friend and foe of change."
THE REALITY OF LEADERSHIP
The dual role of leader and strategist requires balance & practice.
The Executive is bombarded by a myriad of priority-driven functions. Direct reports, meetings, and "boss" duties all vie for a spot on the calendar. The calendar becomes the enemy of the strategy. To stay relevant, you must enhance your professional acumen. But how do you do that while being held hostage to the demands of others?
Gain an unfiltered perspective from an objective outsider—not another sycophant tied to a 401k or a bonus. To reframe your role, you must abandon the thinking that constrained it. Change your condition to meet the demands of the organization on your terms.
CRAIG NEAL® THE COLLABORATOR®
CHANGE YOUR CONDITION TO CHANGE YOUR POSITION®
Though hard to admit, the answers are rarely found within the walls that created the problem. If they were, the issue would be solved. Whether in change or crisis, a leader must fit comfortably in the driver's seat, commanding the vehicle rather than being a passenger to circumstance. But you cannot drive effectively if the road beneath you is collapsing.
The Choice is yours: Continue to rely on false internal validation, or engage the objective support required to Change Your Condition. This is not just about leadership style; it is about altering the environment in which you operate. Together, we will build a strategy that doesn't just survive the curve—it defines it.