Building a Leadership Culture
Posted by Orrin Woodward on December 1, 2014
The longer I am in the leadership field, the more apparent it is to me that creating a leadership culture is the key to longterm results in any company. Yes, a leader must be a top performer, but that, by itself, cannot produce longterm excellence. Indeed, only when the leader works on creating a culture of excellence will his/her company fulfill its potential.
Perhaps the simplest description of culture is to recognize the relation between the community’s culture and the leader’s expectation. Whatever the leader finds acceptable (believes, behaviors, and results) soon becomes the cultural norms for the organization. Therefore, when leaders do not like the current results, they must begin by changing their expectations and standard of excellence.
Unfortunately, most top performers seem to struggle with the jump into leadership because they do not understand how to effectively transfer their personal high standards into the community-at-large. This explains why so many top performers end up failing when promoted into leadership positions. Nonetheless, the good news is that every performer can become a leader through studying and applying the leadership soft-skills.
There are only four lens’s a person can wear in life (victim, follower, performer, and leader). If someone has worked hard to reach the performer lens, there is simply no reason not to continue progressing and put on the leadership lens. This is exactly why I (and my co-founders) formed LIFE Leadership, namely, to help people move up lens levels until they become effective leaders in the homes, communities, and companies.
Isn’t it time for the reader to become a leader and create a culture of excellence in your sphere of influence?