How Leadership for Performance
is Different Than Leadership for Innovation
So you want to lead your organization to instill high performance? Absolutely.
And you want to promote innovation and a culture of change to keep your organization ahead of the game? Of course.
Be careful you aren’t leaving your people scratching their heads confused - or worse, that you aren’t creating disincentives for both performance and innovation.
Leading for performance is very different from leading for innovation. And leaders must often manage both simultaneously.
Leadership is about gaining willing followers for a course of action. Influencing how others act, think, or feel is the essence of genuine leadership. Plus, influence is at the heart of outstanding customer service, exceptional professionalism, and enlightened management. So how do you bolster influence?
The quality of how others experience you either amplifies or interferes with what you have to offer in any role, position, or expertise. In seminars and coaching I encourage the cultivation of three qualities that - especially in combination - form a powerful means to build influence with integrity, while demonstrating reliability, authenticity, and meaning. These qualities are consistency, congruence, and coherence.
I do not subscribe to the conventional view.
Exceptional leaders don’t impart a vision, they cultivate the emergence of a vision – a huge difference. High achievement and success are more likely when an organization’s vision has a life of its own. While the seed for a vision can certainly originate from a leader, there is incredible power and energy when a group of people to discover their collective vision.
This article outlines five critical actions that experienced leaders use to tap into the power of a shared collective vision.