Then, to make it continually work, you need to have a culture in which people feel safe to be open and honest about what is working and what is not. Next, you need to activate this story and bring it to life by having trust in your people to give their best selves to make it happen. They need to feel like they are a part of the story. You could have a great cause or purpose but if you can’t articulate it and share it, then it means nothing.įrom there, you could have a great story but if no one is engaged, then you are just telling people. Clarity of purpose is foundational for all organizations.įrom clarity, you need to have a compelling story to tell around your purpose or belief. Rich Berens: There is a sequence to these blind spots, and it goes like this: If you don’t have clarity on what you really believe is your cause-your why you do what you do-you will be in trouble. What do you see as the relationship between any one blind spot and the others? So, they don’t know what it looks like when people are.ĭuncan: You address the five leadership blind spots in a particular order-Purpose, Story, Engagement, Trust, and Truth. A lot of leaders today don’t have the experience of what it looks like when people are passionate and engaged at work. But professional training doesn’t touch the right brain-what causes people to be inspired, voluntarily give discretionary effort, and really invest themselves in their organizations. We have assumed for so many years that the left brain is what makes great leaders and that is why business school curriculum focuses on things like analytics and strategy. No one questioned it at the time they were prevalent, and leadership norms are a similar story. In the beginning of our book we talk about bizarre norms of the past like giving cocaine cough drops to kids or putting soda in baby’s milk. We believe we know what is good for our people, and these habits are hard to break. They see it as something that should inform how they do everything. In Gallup’s view, the best leaders do not regard fostering employee engagement as a separate part of their job. The Gallup organization has studied employee engagement for many years. alone is estimated to be in the hundreds of billions of dollars. The annual cost of disengagement in the U.S. Many people do not feel psychologically attached to their work. We’ve all seen the findings on employee engagement. These are beliefs and experiences that block out more enlightened views of how to lead people most effectively. Somewhere in all this faulty thinking are leadership blind spots. Other blind spots are of a societal nature and can be harmful, like false assumptions that produce prejudice and bigotry. Some are relatively benign, like failure to see the good in a team that’s playing against our hometown favorite. Some of them are the literal kind that could get us killed on the highway.
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