Page 277 - Fearless Leadership

264 FEARLESS LEADERSHIP

you recognize that you can influence change without expecting others
to change.
Your fearless leadership is tested with every decision you make. It is as
simple as criticizing or blaming others versus taking decisive action and
holding people accountable as your committed partners. The rule in high
performance is: if something occurs in your head more than once, there
is an action you need to take. And that action is not to think more. Nothing
happens until you are willing to stand for your commitment to people and
the organization and demonstrate it in your behavior.
You must decide that anything is possible. Move beyond any resigna-
tion you may have that a conversation will not alter anything; one conver-
sation can alter everything. It can instantly change the context, the
relationship, and the future.

LEADERSHIP EXPLORATION

1. How do you respond to being held accountable? When
others hold you accountable, do you feel criticized or judged?
Or do you experience being supported by your committed
partners? Ask others how you respond to being held account-
able and listen to their feedback.
2. Do you consistently hold others accountable? Or do you
take a hands-off approach and have unspoken truces not to
interfere in another’s area? Be honest about whether you hold
others accountable or let them off the hook. Whom do you
hold accountable? Whom do you not hold accountable?
3. Do you try to change the behavior of others by pleading,
lecturing, berating, or intimidating? Does it work? Do you
believe you can change another’s behavior? Do you believe
others can change your behavior?
4. Are you willing to place accountability where it belongs?
If you have been unsuccessful in changing the behavior of
others, then it’s time to learn how to place accountability
where it belongs. To hold others accountable, you must be
willing to stand for their success. Most significantly, you must
place the locus of control for changing the behavior of others