Posted by: Dr Churchill | February 28, 2023

Goals in leadership, as in football, soccer and American football, are nothing more than the legos you build your life with…

Do you play soccer or football?

In any event, all goal setting and goal scoring methods are as varied and as creative as the individual human beings traipsing around this Earth today…

More than 7 billion beings set goals each and every morning they wake up, and go forth to accomplish what they can over the day’s journey of this good Earth around the Sun.

Yet our day’s goals are only temporal and temporary.

But our life goals are a bit lengthier.

Please remember that goal setting at every-level is automatic and subconsciously done for the basic needs and necessities of our life, but when you are a Leader caring for many more people than just yourself and your family and friends — your leadership journey might look a bit different; because it requires much forethought, preparation and clear executive action.

And it’s how you adjust to this dynamic reality, because as a manager, as an executive leader, and as the ultimate leader — it is this dynamic leadership style, that will define your success.

Setting up the circumstances for creating your own dynamic reality, will allow you to score the goals that make the difference between success and failure. Mainly, because the goals of the executive leadership and how they impact every part of the organization, influence not only the Community, Country or the Company Culture — but define and enable your life to be activated to its fullest potential for the benefit of you, your people and if magnified properly — for the whole Earth.

Mind you, this is accomplished first by the vision and clarity you set as a leader, as well as the foundational core values, vision, mission and purpose, and then by the foot soldiers at every level of your organization. 

When people are clear on what their foundation is — they’re much more effective at driving results. When you personalize and build relationships ALL across the organization, people feel this emotionally intelligent leadership and it leads to camaraderie. 

Business Efficiency — The goal of every leader should be to remove obstacles and make the jobs of their managers and employees as easy to execute as possible. 

This means — creating flexibility in how tasks are done. Providing the right technology and tools- listening and trusting your people when they know how to do things. Making time for these conversations in the first place and exchanging ideas leads to GROWTH. 

Which leads to the third point I always encourage leaders and managers to focus on the growth and career development opportunities for their employees. If you don’t look our for them, they won’t look out for you. In fact, they’ll probably leave. 

Build-in conversations as leaders and managers focused on their career needs and wants. Build a goals plan that helps them scale their career and gets them where they want to be. They have to earn it, but you can support it. 

Great leadership helps all layers of the organization define goals and charges them with responsibilities that help everyone be better. 

It’s been estimated that as many as 80% of all management personnel are misplaced and in the wrong position. Their jobs aren’t aligned with what they’re best suited to do. It’s relatively easy to understand why this could happen.

As organizations, leadership teams, and managers, we do some crazy things to cause this. By example: 

* We promote strong, individual contributors believing they will be good at the next level. 
* We hire people entirely on their technical abilities and ignore their ability to manage, collaborate, and lead people. 
* We hire people that we like, that will manage similarly to how we would manage (confirmation bias), whether they’re the best person for the job or not.
* We also hire managers into next-level roles to compensate them when we can no longer pay them more than their current role allows. 

These decisions are commonly made without clearly evaluating and fully understanding what is required to take on more responsibility and effectively carry out the duties of that role as a manager. 

We focus on what we think is the “upside” while completely dismissing the “downside” or potentially harmful impacts that might occur. 

The graphic below from Tech Tello presents an excellent argument for why someone shouldn’t take that next step into management or at least give heavy consideration to it before accepting a promotion into management.

Current managers often ask me, “what can I do at my level to contribute more to the success of my company?” This is an important question because when you’re in a management position and understand why you are there, you should naturally be curious about how you can improve and have your presence more thoroughly felt. 

Here are eight ways that I share with them how they can become more valuable to their teams and organization: 

1. Actively live and demonstrate the values and beliefs of your organization every day.
2. Ensure the company’s strategy and goals drive your daily actions and activities.
3. Work with your manager to build meaningful deliverables into your annual growth plan.
4.  Learn and teach others how to create and keep a “coaching culture” within your organization.
5.  Work hard to identify weaknesses, uncover blind spots, and strengthen your most effective skills.
6.  Accept feedback as if it were a gift, and thank others for providing it.
7.  Become an expert in an area of increasing importance to your organization.
8.  Make reading and continuous learning your superpower.

All current leaders on a team have a role to play in helping to sort out this question of who should be a manager. 

They can make a difference by constantly asking the people on their team (now and in the future), “do you really want to be a manager?”

Never assume that they do. 


Dr Churchill


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