A few years ago I had the chance to go on a whitewater rafting trip with some friends. Before we were ever allowed in the water, our guide spent a significant amount of time with us discussing safety rules and rafting techniques. He explained what we were to do, when to do it, and why it was important. We practiced responding to commands and ducking into the boat.
He wanted to make sure that when we were in the middle of a large rapid, we would all be on the same page, and respond appropriately.
Organizations face similar challenges every day. How do you ensure that everyone on your team is headed in the same direction? How do you make sure they are prepared to work as a team and respond appropriately when the heat is on.
Are you a direct route or a scenic route person?
If you have ever been on a road trip with a group of people different from yourself, you have likely experienced the headaches that can result. Even though you are in agreement on the final destination, they way in which you desire to get there is very different.
Several years ago, I experienced this situation first hand. The direct route individuals preferred to keep to the interstates, stop only when necessary, and get back on the road as quickly as possible. The idea was to get to the final destination as quickly as possible. For the scenic route individuals, the travel was part of the experience. Stopping for a relaxing meal or taking an unplanned detour were not out of the question.
Welcome to the Improving Leadership Blog. I’m looking forward to generating some interesting conversations about the role of leaders in building an improvement-oriented culture.
In this first post, I’d like to introduce you to the basic framework that I will be using to generate discussions. This should provide you with a general idea of the topics that I will cover and why they matter.
As Simon Sinek would suggest, let’s start with why.