John Eades is an author, podcaster, and the CEO of LearnLoft. In this article written for Inc.com he tackles the inevitability of failure in leadership, and how we can learn form our mistakes. It’s authentic approach to the real world of leadership and failure ticked a lot of boxes for us, here at Thought Patrol. For business leaders, failure is going to happen. As nice as it would be to have a smooth, easy path to success as a business leader, failure is an inevitable part of the process. Walt Disney’s first animation studio ended in bankruptcy. Sara Blakely couldn’t get a manufacturer to take her Spanx clothing line seriously for years.
Leadership means people watch you–not to what you want to say or do, or mean to, but what you actually say and do.
According to Joshua Spodek, Author of, ‘Leadership Step by Step’ Attention to detail counts. We concur! Not sometimes, but always. What Vince Lombardi said about winning applies to leadership: “Leading is not a sometime thing; it’s an all the time thing. You don’t lead once in a while; you don’t do things right once in a while; you do them right all of the time. Leading is a habit. Unfortunately, so is failing to lead.”
Winning leaders are accessible and authentic. That formula for leadership success has not changed in 25 years.
Researchers at Oxford Economics note that the new class of emerging leaders embraces a digital mindset, is highly proficient at using technology to achieve competitive advantage.
Don’t neglect to align your early business trajectory and plans with the outcome you’d like to see — and with who. I make it a point to think ahead down to the most finite details, including partners, investors, and vendors who match the values I have.
Old-school leadership is just that, and what we do today is very different. To understand leadership, you need to be able to separate historic thought from current practice.
You think of yourself as a pretty authentic person, so you reasonably assume you’re likewise a pretty authentic leader. The “good leadership” thing to do would be to test that assumption.
In his study of newly transitioned leaders, 69 percent felt unprepared for their new roles, Ron Carucci, co-founder of leadership training firm Navalent, writes in Harvard Business Review.
When you lead a company, as opposed to just running it, one of your key responsibilities is managing the mindset of the organization.
The fearless leader fallacy harkens back to the “great man” theory of leadership, which portrayed effective leaders as those who charge fearlessly into the melee to save the day.