Page 44 - Fearless Leadership

What It Means to Be a Fearless Leader 31

The Organization

What unspoken norm for behavior is tolerated? For example,
is it acceptable to blame senior leaders, the organization, and
other groups; discredit individuals; undermine business objectives
and initiatives; focus on individual areas of responsibility rather
than taking accountability for enterprise perspective; take credit
rather than give credit to others; align intellectually but withhold
emotional commitment; conspire against other people or groups;
or be polite and indirect and avoid the real issue?
What unproductive behaviors do you silently endorse?
For example, do you observe—but fail to take action—when you
notice others’ conspiring against people or groups or individuals’
avoiding the real issues in meetings?

LEADERSHIP ACTION

Identify How You Relate to the Organization
and Others
Are you resigned, hopeful, or fearless with (1) your team, (2) senior lead-
ers, (3) the organization as a whole, (4) your ability to influence others,
and (5) your ability to shape the future? Ask a colleague or your team to
assess your behavior and compare responses. In fearless leadership, the per-
ception of others is far more accurate than your own, especially when it
comes to how you impact others and view yourself.
If you are resigned, you are working hard but without enthusiasm.
Chances are you feel powerless to influence change and are
shrinking the game and focusing only on your area of responsibil-
ity to the exclusion of the larger enterprise perspective.
If you are hopeful, you are watching and waiting for others to act
first. You may be wishing that someone would step up and lead.
If you are fearless, you are taking a stand and taking action.
However, you may not be getting the results you want. There is
much more to learn in order to develop your effectiveness as a
fearless leader.