My husband and I ended our weekend seeing the latest Sherlock Holmes movie. I like Sherlock. He is unpredictable, given to many quirks, always observing the landscape around him, and smart as a whip. Albeit, he uses his smarts in ways many might not consider necessary for good leadership.
I also like Dr. Watson. He's reliable, well spoken, seeks to engage in satisfying relationships, caring of others, and, like Sherlock, also smart.
What I like best, though, is the combination of Sherlock and the good doctor. They are, together, stronger than they would be if separate from one another. And, while they can be irritable toward each other, they are tremendously loyal. Loyal nearly to a fault. Like when Watson decided to accompany Holmes even after Sherlock took ... shall we say "liberty" with Watson's new wife. You'll have to see the movie to understand that reference :-).
In the end, what makes this pair enjoyable to watch is the way they play to each other's strengths. One is the left hand, one is the right hand. And both hands are needed for success.
Playing to our strengths is, in my opinion, an exceptionally bright way to excel at leading. Making the "most" of your "most" pushes you and moves you into places you might not otherwise consider going.
What are you good at? How often do you push that out in front of others? Does your right hand need a left hand in order to get your strengths out in the open and used more fully?
Decide to be planful in the coming new year and extend yourself toward another. Ask them to be your right hand, perhaps offer to be their left hand. Whichever hand is needed - shake it! And enjoy the benefits of partnering your strengths.
Monday, December 19, 2011
Wednesday, December 7, 2011
Who Is Your Longstreet?
I enjoyed a good presentation on leadership lessons from the view of historical figures yesterday. Jeff Appelquist, author of Sacred Ground, Leadership Lessons from Gettysburg and The Little Bighorn, offered us perspective on leadership effectiveness through the six dimensions he has identified and written on.
Of particular interest for me was the dimension that spoke to relationships and trust. The primary component Jeff relayed for this dimension was the importance of asking for and accepting honest feedback. The example he used was the relationship between Confederate Army commander Robert E. Lee and his First Corps commander, James Longstreet. Lee and Longstreet were fortunate to have served together for many years and knew each other extremely well. They were commrades and also good friends.
Longstreet is quoted in Jeff's book as saying, "I consider it a part of my duty to express my views to the commanding general." So, where the battle of Gettysburg was concerned, Longstreet did just that. He expressed a clear difference of opinion from Lee's. It's noted that Lee appreciated and had accepted Longstreet's advice in times past. But that was not to be the case for the Gettysburg battle. Lee stuck to his plan and, in the end, lost the battle.
My point in briefly sharing this bit of history is that even though Lee did not follow Longstreet's advice in this case, he knew he needed opposing views to be voiced. While the fate of this battle was not destined to be won by Lee and his troops, in many other cases Lee hearing Longstreet was equally crucical in a positive direction.
So, here's the question - who's your Longstreet? Who can you count on to offer you honest feedback? Feedback that both cheers you on and challenges you, at the same time. Each one of us has the potential and opportunity to lead ourself well. But we make progress more consistently, and with greater efficiency, if we invite in a Longstreet.
Don't lead yourself, your team, your family, or your organization in a vacuum. If you have a Longstreet in your midst, seek their advice. Heed it or not, but always seek it. If you don't have a Longstreet, start searching. They will be complimented and you'll be better for it.
Of particular interest for me was the dimension that spoke to relationships and trust. The primary component Jeff relayed for this dimension was the importance of asking for and accepting honest feedback. The example he used was the relationship between Confederate Army commander Robert E. Lee and his First Corps commander, James Longstreet. Lee and Longstreet were fortunate to have served together for many years and knew each other extremely well. They were commrades and also good friends.
Longstreet is quoted in Jeff's book as saying, "I consider it a part of my duty to express my views to the commanding general." So, where the battle of Gettysburg was concerned, Longstreet did just that. He expressed a clear difference of opinion from Lee's. It's noted that Lee appreciated and had accepted Longstreet's advice in times past. But that was not to be the case for the Gettysburg battle. Lee stuck to his plan and, in the end, lost the battle.
My point in briefly sharing this bit of history is that even though Lee did not follow Longstreet's advice in this case, he knew he needed opposing views to be voiced. While the fate of this battle was not destined to be won by Lee and his troops, in many other cases Lee hearing Longstreet was equally crucical in a positive direction.
So, here's the question - who's your Longstreet? Who can you count on to offer you honest feedback? Feedback that both cheers you on and challenges you, at the same time. Each one of us has the potential and opportunity to lead ourself well. But we make progress more consistently, and with greater efficiency, if we invite in a Longstreet.
Don't lead yourself, your team, your family, or your organization in a vacuum. If you have a Longstreet in your midst, seek their advice. Heed it or not, but always seek it. If you don't have a Longstreet, start searching. They will be complimented and you'll be better for it.
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