Page 43 - Fearless Leadership

30 FEARLESS LEADERSHIP

You and I are taking this journey together. Although this is not my first
book, it is by far the most emotionally and intellectually demanding. I am
discovering that I cannot write about transformation without hearing the
call to take accountability and transform my own behavior.
Without knowing it, you are already my partner in transformation. As
we embark on this exploration together, I want you to know that I am tak-
ing this journey with you. Everything I ask you to do in this book, I am
doing with you. Every time I ask you to confront something, I am con-
fronting the same thing. I will ask of you only what I am personally will-
ing to do. In fearless leadership, we must have the courage to lead the
way for others.
What makes the difference for me, and I believe for you, are the com-
mitted partners who stand beside us. Transformation is not about being
perfect or doing things perfectly. It is about the caring, compassion, and
support we bring to each other when we stumble and the speed at which
we recover. With committed partners, you can achieve a new and pro-
found level of success.

LEADERSHIP EXPLORATION
Answer the following questions for yourself, your team, and the organiza-
tion. Examine what unspoken behavioral norm you have been tolerating
in yourself and with others.

Your Team
What unspoken norm for behavior is tolerated? For example,
is it acceptable to not deliver commitments when promised,
avoid uncomfortable conversations, be culturally insensitive,
not take accountability for your impact on others, comply with
decisions, gossip, blame individuals and groups, resist change
initiatives, have unresolved issues between group members,
defend turf, verbally attack others, or provide excuses and reasons
for lack of business results?
What unproductive behaviors do you silently endorse? For example,
do you accept excuses in place of results? Do you tolerate conflict
between team members and conspiracies against others?