Page 31 - Fearless Leadership

18 FEARLESS LEADERSHIP

What I need is to take accountability for my leadership. I learned sev-
eral lessons that I want to share with you:

Lesson 1. Nothing is ever accomplished alone; it is only accom-
plished through partnership.
Lesson 2. All action occurs in the game. The only thing that happens
in the stands is that you get to be right about your point
of view.
Lesson 3. I am not perfect and I need coaching.

“I have a lot to learn, and I am up for the challenge. I need your
partnership and support. Will you join me in learning how to work
together as committed partners?”

Andre’s webcast is a demonstration of courage. The moment he took
accountability for his blind spots, others enthusiastically came on board.
The response he received from his message was overwhelming. People
asked, “How can I get involved?” “How can I learn these new skills?” and
“What can I do to help the leaders and the organization transform?”
You cannot alter the direction of your organization without fearless lead-
ership. People are counting on you. They need you to take the first step
and demonstrate your unshakable resolve to transform yourself and the
organization. Even the most skeptical are receptive to a courageous leader
who takes a stand, acts decisively, and engages with others in an extraor-
dinary way.
There are two factors that are instrumental to understanding trans-
formation: (1) the importance of clear and explicit behavioral standards
and (2) the distinction between gaining commitment versus unleashing
commitment.

Clear Business Vision Blocked by Vague Behavioral
Standards
Interestingly, most leaders provide clear and explicit business expectations
but fail to provide the same when it comes to behavior.
I have two questions for you:

1. Do you clearly articulate explicit behavioral expectations?