The Role Of Inadequacy in Transformation - Part 3



Some leaders are so unaware or mistakenly satisfied with their level of leadership service that they cannot see their ineffectiveness. Others are so distracted by managing the day to day that the idea of taking extra time for development seems overwhelming. Some leaders recognize the need to develop their skills and even express a sincere commitment for growth, but everyday demands soon choke out their well-intentioned desires. A few prioritize and devote their energy, time and minds to press themselves to the next level of excellence and effectiveness.

 These inspired leaders realize that strongly worded promises are not enough. They recognize that the leader’s will and effort become one and will not be denied. Once decided, their drive to accomplish their development goals is unrelenting. They report that the payoff surpasses their effort.

 Experienced leaders do not delude themselves. They acknowledge that any number of legitimate initiatives and pressing demands could misdirect their focus from growing as leaders. To keep their edge, they seek rigorous and challenging instruments to critique their emotional intelligence, leadership and judgment skills. Armed with fresh insights, they eagerly look for opportunities to further develop and advance their leadership effectiveness.

 The difference between good leaders and great leaders is noteworthy. Good leaders readily acknowledge the priority and fulfillment their intentions plus work accomplish. They often set out with high energy and sustained effort for a while. However, when competing demands or the next attractive idea comes by it erodes or diminishes the harvest they had hoped for.

 Great leaders encounter the same tensions and interrupting demands but remain resolute in achieving their development goals. Like hard working farmers, they prepare the ground, plant seeds, root out weeds that siphon nutrition from their crops, and they harvest the abundance of its fruits.

 In addition to recognizing their need to grow, they achieve a non-negotiable level of intentionality. High performing leaders possess an unrelenting persistence to reach sustainable levels of focus driven by intention, thereby experiencing transformational results.

LionsLead develops behavioral assessments that inspect and reveal truth-telling insights about the assessed individual that personality profiles don’t reveal. Our assessments not only measure behavior, but they are used to change behavior for positive impact and performance.

 The merits of any assessment must be scrutinized against the question...”do they really work?” From decades of advising leaders of Fortune 50 C-Level Executives to Entrepreneurs of small business, the following statements represent a synopsis of why leaders either actively engage or vehemently resist assessments:

  • It is a requirement, so I must, but I don’t see the value

  • I don’t trust them, but my results will either qualify or disqualify my advancement

  • Taking assessments is always interesting, I like to compare my findings to other assessments

  • I like the challenge of beating or disproving the assessment

  • I want to be the best in my position, new insights of any sort are revealing and can help me become better

  • I am at the top of my game; assessments are for those who have not had my same experiences and are still grooming themselves

  • I am terrified by them; I might not like or agree with the findings, so I’d rather just not take any assessment

  • I believe I am in a role above my level of effectiveness and am afraid the findings will confirm or threaten my position

 Most of these expressions miss the mark. One must move mindfully from what an assessment can or cannot do, and into a mindset of a personal need to change and grow. The question to ask yourself... ”Is my will to become better, perhaps even extraordinary, greater than my laziness or procrastination.”

 One must begin with a real sense of inadequacy, induced by pain, and reckon with the potential risks and work that must be done.

Dr. Daniel Snively