In the previous article, we looked at the constructive exercising of power. Another challenge for the leader is to maintain the momentum when times are tough, and this is when clarity of vision is vital. If you’ve missed previous articles in this series, you can catch up by following this link.
A leader is a dealer in pace. She gets things moving and keeps things moving. She knows that energy and momentum are critical in achieving results. She works fast herself, and she expects her team to also work quickly. She knows that lethargy is a killer, and makes sure to keep things pacey. She knows that gradual improvement is not good enough, and so fosters change and growth at a pace that stretches the team but does not overwhelm them. You know this leader – she walks quickly, thinks quickly, acts and decides quickly and works quickly. She knows that if change is to happen, it must happen quickly – change that is dragged out creates far more pain and resistance than change that is quick – and she keeps it moving until it is done.
Think about changes you wish to make. Are you happy with the pace at which change is happening? If it is slower than you would want, what is the hold up? Is it you? Are you slowing things down on the assumption that this will make it easier for the team? What could you and the team do to pick up the pace?
How are you doing so far? Send me an email to let me know where you have experienced the most challenges in terms of implementing new practices and approaches.
A leader is a dealer in pace. She gets things moving and keeps things moving. She knows that energy and momentum are critical in achieving results. She works fast herself, and she expects her team to also work quickly. She knows that lethargy is a killer, and makes sure to keep things pacey. She knows that gradual improvement is not good enough, and so fosters change and growth at a pace that stretches the team but does not overwhelm them. You know this leader – she walks quickly, thinks quickly, acts and decides quickly and works quickly. She knows that if change is to happen, it must happen quickly – change that is dragged out creates far more pain and resistance than change that is quick – and she keeps it moving until it is done.
Think about changes you wish to make. Are you happy with the pace at which change is happening? If it is slower than you would want, what is the hold up? Is it you? Are you slowing things down on the assumption that this will make it easier for the team? What could you and the team do to pick up the pace?
How are you doing so far? Send me an email to let me know where you have experienced the most challenges in terms of implementing new practices and approaches.
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