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Idea • Being leader of a team, department or organisation should not mean you are CPS (Chief Problem Solver). If you are, you are working one or two … - Dave Stitt
" "Idea • Being leader of a team, department or organisation should not mean you are CPS (Chief Problem Solver). If you are, you are working one or two pay grades below what you were hired to do. Idea • Your real job is to conceive and articulate a vision for where your team, department or organisation should be heading, and, with help from your people, to work out a detailed roadmap (strategy) for how to get there. Reflection • Ask yourself and others what things you can do that will get your ‘ship’ moving toward the vision, and what among those things fall inside your Zone of Mastery.
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As a leader your first responsibility is to articulate a vision of where your team or organisation is going. What should the organisation look like, and be doing, in one year, two years, five years? What will we be like, and what will clients be saying about us? Having arrived at the vision, you and your people then need to work out an effective, detailed strategy, a roadmap for getting there.
Dweck believes that children’s mindsets are profoundly affected by how we praise them. What should be praised is not just success and signs of intelligence, but the application of the learning process – the effort, perseverance, strategizing, and resulting improvements. This fosters motivation and a sense for how success can be achieved. If we praise only successful results and other signs of intelligence, we may give the child a temporary confidence boost, but we may unwittingly be fostering a fixed mindset. The result is greater fragility, and a dependence on constant validation.
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To win back time and unleash talent you have to delegate something substantial. You can tell if the delegated thing is substantial if: 1) it hurts a bit to give up; 2) it feels risky to let go; 3) it is stretching for the delegatee; 4) it makes you all a bit nervous; and 5) it constitutes a good chunk of your time, 20% for example, based on your Time Tracker results (see Chapter 3).
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