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Tag Archives: Wally Adamchik

Full-Contact Leadership

Wally AdamchikBy Featured Speaker Wally Adamchik

Much has been written about the leadership (or lack of leadership) crisis in America today. No business is immune to this crisis, and some are even more susceptible to it than others. Real leaders today are few and far between. We have great technicians and great managers, but few great leaders.

To truly succeed as a leader today, we cannot simply “go through the motions.” We must charge ahead at full speed. In this hyper-competitive world, it’s not enough just to show up and look good. Leadership is a full-contact, sometimes risky position with no “hazardous duty” pay.

The term “full-contact” generally brings to mind the image of physical contact. But it presents itself in other ways as well.
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What Have You Done for Yourself Lately?

Wally AdamchikBy Featured Speaker Wally Adamchik

All too often we see the syndrome of the leader who has reached a plateau. What have you done for yourself lately? How can you continue to expect higher performance from your employees when you have done nothing to elevate yourself? How do you expect to deliver better results in the face of a changing environment when you continue to do the same old thing? Just because you are busy doesn’t mean you are making a positive impact.

Today’s leaders are challenged to keep up with, let alone get ahead of, the power curve. In fact, this “just in time” management style has served many leaders well as they have risen through the ranks. Their ability to control the quality of their work and the output of their group was unequalled. People marveled that they could get it all done and produce a nice profit also. So they were promoted. In their next position, again, if they ran really fast, they could control and get it all done. However, their ability to lead never really improved, nor did the company take time to invest in their skill development. After all, they were too busy and too important to take off and go to a seminar each year.
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Leadership Takes GUTSS

Wally AdamchikBy Featured Speaker Wally Adamchik

Leadership can be one of the most rewarding things a person experiences in their life. The exhilaration of knowing you orchestrated a team that came together and accomplished some worthy objective. Leadership can also be one of the most frustrating experiences in life when the objective is not met or when people on your team let you down. Ultimately, it takes guts to step into that position of leadership. Apply these GUTSS principles and your likelihood of leading successfully goes up dramatically. GUTSS stands for grace, urgency, tenacity, scoreboarding, and support.

Grace
For the theologically inclined, Grace is being a forgiven child of God. Well, I am not talking about that kind of Grace, but it certainly doesn’t hurt. What I am really talking about is being gracious. Being a good person. Being a person of character. Respect for yourself and for others. This gets to the credibility you have with your people. Bottom line here is that if they don’t respect you, then they will not follow you. Notice I said respect, I did not say like. Leadership is not a popularity contest. Far too many people that are new to leadership positions make this mistake. I saw it in the Marines when a young Officer would try to be a buddy to his men. The young Officer mistakenly thought that if his people liked him they would follow him.
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Know Thyself – Self Awareness as the Key to Enlightened Leadership

Wally AdamchikBy Featured Speaker Wally Adamchik

You cannot lead anyone or anything if you cannot lead yourself. Effective leadership of self depends on a high degree of self-awareness founded on honesty and introspection. As individuals advance in their careers they are exposed to new challenges and the opportunity to make decisions with the benefit of wisdom gained over time. However, this wisdom must be cultivated. It lies within all of us but only surfaces when it is sought. Not only do we as individuals face new challenges as we advance but society throws challenges at us also. Fortune Magazine puts it this way, leading a company today is different from the 1980s and ’90s, especially in a global company. It requires a new set of competencies. Bureaucratic structures don’t work anymore. You have to take command and control types out of the system. You need to allow and encourage broad-based involvement in the company. Stephen Covey in The 8th Habit: From Effectiveness to Greatness says, the industrial age was about control, and the information age, or knowledge worker age, is about release.
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