Intervention as Leadership Requirement

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Had the honor to conduct two real-time appreciate feedback sessions at Systematic, Danish premier software partner for Healthcare, Public Sector and Defense. Using business actors, the participants were forced to engage and step in to their leadership responsibilities under sometimes extreme circumstances.

During a break, I was shown the video below from the Australian Army. I’m uncertain about the background albeit it appears to be serious and originating around June 2013. The video was shared as an example of clear leadership communication, organizational values and unequivocal behavioral requirements.

In my book, the essential words of Lieutenant General David Morrison says it all:

The standard you walk past is the standard you accept

The quote underlines the O in the leadership TAO, be Observant — and react to what you see. It is true in any leadership situation, be that in the office, in the army or offshore where the “See too it duty” is a legally binding law in the Norwegian sector.

Have a look, spend three minutes on the video and then a few more as you move beyond the military setting and relate the strong message to your organization and personal leadership responsibilities.

Or click here to watch on YouTube: Lieutenant General David Morrison, June 13th 2013

Talking about values and the need to step in or step out

Talking about values and the need to step in or step out

Four Distance Leadership Initiatives

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Having just revisited Grundfos — the world’s leading resource preserver and pump provider — for another high-potential assignment, our discussion came across the conclusions from a previous Grundfos workshop on Distance Leadership.

Working with Rikke Lindekilde (seen here in a Workshop at CfL), we developed four primary initiatives recommended to the effective leader with two our more teams across several time zones:

  • Develop a clear Contract of Collaboration where the team addresses all virtual leadership aspects and engagements. Make sure both technical and personal preferences are included.
  • Institute Planned Pitstops to strengthen production capacity in the P:PC balance; make them short and relevant to capture the vibes not available as the catch capability of the “corner of your eye” is jeopardized by physical distance.
  • Analyze Skill and Will in all interpersonal relations, regardless of time and place — and do consider the matching media choice as a  tradeoff between the medias ability to address factual vs emotional content.
  • Reinforce interdependent team activities without your direct involvement; make the team leaders interact and solve business problems without your direct involvement as anything but council and proud receiver of their conclusions.

Visually the conclusion i summarized in these four icons, designed specifically for Grundfos:

Designed for Grundfos to capture the four essential initiatives each distance leader should consider

Designed for Grundfos to capture the four essential initiatives each distance leader should consider