Page 41 - Fearless Leadership

28 FEARLESS LEADERSHIP

zation. Judging and criticizing are not useful; all they do is make you right
and everyone else wrong. Our desired outcome is not to discover who is
right; it is to discover how you can be more effective.
In the leadership action section, I ask you to implement the new high
performance skills and tools you will be learning. By taking specific
actions, you will have real-time experiences and success that will inspire
you to do more. In working with a team, assign these actions as homework,
and debrief the results you achieve (and roadblocks you encounter) at your
next meeting. The power of fearless leadership is to apply these skills in
the moment, especially when the team is uncomfortable discussing sen-
sitive issues.

Your Personal Invitation to Be Extraordinary

Are you prepared to go the distance and play full out? Are you ready to
take the lid off what is possible for you and others, even if you are expe-
riencing feelings of doubt, skepticism, or resignation? If you are, I am invit-
ing you to participate in an extraordinary game—a game in which you
have choice, power, and freedom. The price of admission is your willing-
ness and courage to explore

• Who you are as a leader (your stand and commitment)
• How you impact others
• Your effectiveness in rapidly moving people into aligned action
• Your ability to inspire and connect people to a grand vision
and mission

To participate in fearless leadership you must throw yourself in the
game. You cannot sit in the stands and watch others play. I am asking for
your emotional and intellectual commitment. You must be an active par-
ticipant who is willing to suspend assumptions and beliefs that limit you.
You must be willing to change your direction and try a new way to achieve
an extraordinary level of leadership effectiveness.
My invitation to you is to produce a breakthrough in who you are as a
leader. I am defining a breakthrough as a sudden discovery that hits you
in a moment and jostles your mind, shaking up an old order in order to
allow room for a new one. This “ah-ha” moment gives you a panoramic