Task oriented leaders, those using just workplans, measurements, goals, dashboards, etc.…  sometimes may be left scratching their heads when their teams do not accomplish their goals, or performance begins to decline without any clear reason as to why.

To motivate your teams, and accomplish your goals, perhaps you would be better served to examine your leadership relationship competencies. 

By Rand O’Leary

When everything seems to be going against you, remember the airplane takes off against the wind, not with it, Henry Ford. 

Ask any pilot if they remember the first time they flew the airplane alone. And you’ll get a resounding yes!  The solo flight is a milestone in each pilot’s life, it’s the time when preparation and opportunity all come together.  You are alone in the airplane, no instructor by your side correcting mistakes, keeping you safe, it’s all up to you.

Although my solo was over 20 years ago, I remember it as though it were yesterday.  The weather, the sounds of the engine and the wheels rolling down the runway.  But what I remember the most about that day is looking over to my right and seeing that empty seat next to me, knowing I was completely responsible for returning this aircraft safely to the ground, intact.

By Rand O’Leary

So, we’ve closed the books on another year, and it’s time to review your performance.  Maybe you’ve completed all your goals -- congratulations you’ve failed.  Failed? How could that be, I’ve completed all my goals? And therein lies the problem, you didn’t set your goals (or the bar) high enough for your own performance.  Goals by definition are aspirations and should be set high enough to stretch the organization and yourself in new directions.  If you are constantly beating your goals, you’re not stretching enough. 

n Part A of this two-part article on decision-making errors, the main categories and types of decision and judgement errors were reviewed along with some associated logic fallacies.

 So What?

Two practical questions emerge. First, what can we do to improve our judgement? A combination of antidotes is often recommended to mitigate the untoward effects of these decision traps: being humble and aware, knowing yourself and knowing others, and following a process are the top three. The first, being aware, is like telling a pitcher to “throw strikes” (well-intended, but not of great practical help – this is what the pitcher is trying to do but it does not help him/her do it!). The second, to know oneself, is harder than diamonds and steel, according to Benjamin Franklin. The third, following a process, offers the most tangible promise for something we can actually do that can consistently make a difference. 

In all the hustle and bustle of the holiday season, its easy to forget that in just a few weeks most of us will be looking at the New Year and a list of resolutions or promises that we have made to ourselves that we hope to accomplish.  Some of our old favorites are bound to make the list, lose some weight, exercise, give more to charity, get back in touch with family or old friends. 

But what about including in this year’s list the commitment to be a better leader next year?

by Rand O'Leary

In healthcare, how often have you heard this, he/she is a great clinician, but has no personality.  Or, take me to hospital A, but if I’m really sick take me to hospital B, this assumes hospital A is the “Nice” hospital but Hospital B is where all the best clinicians work.  So, the obvious question is, can’t you have both?  Yes, if you select the right people.