The Meaning Of "More" In Achieving More Results Faster Continually.
The first of a three-part article.
By Brent Filson - 5/2009
For years, I’ve taught leaders of all ranks and functions worldwide processes to help them achieve more results faster continually.
Each one of those words — “more”, “faster,” “continually,” are critical. When you understand their true meaning, and how that meaning relates to your daily challenges, the power of your leadership will be dramatically increased.
In the next three articles, I am going to examine each word. Let’s start with “more.”
Whenever I meet a leader for the first time to talk about Action Leadership, I ask, “Are you satisfied with the results you’re getting now?”
It’s a simple enough question, yet it points to a world of difference between leaders. Because if the answer is “yes” then our meeting will be brief. We’ll quickly go our separate ways. I can’t help a satisfied leader, a leader who lives by “good enough.” I can only help if that leader has a powerful dissatisfaction with the results h/she is getting now.
Leaders do nothing more important than get results. If you can’t get results, you won’t be leading for long. Somebody who can get results is always waiting in line to take your place. If “good enough” is okay with you, you are the next best thing to somebody who can’t or won’t get results. So, “good enough” is your enemy, “powerful dissatisfaction” your champion.
I’m not saying that you should go around in a funk powerfully dissatisfied with everything and everyone. You’d be a royal pain. What I am saying is that whatever results you get should be seen not as an end in and of themselves but part of a natural process to get more. Powerful dissatisfaction does not have to be a downer. It can be a trigger for interest. Banishing “good enough”, embracing “powerful dissatisfaction” becomes a profoundly enriching way of leadership and of life.
For instance, you’ve heard the adage “less is more.” However, in regard to leadership, less is not more, nor is more (as it is sometimes stated), less. Instead, more IS more.
Many people mistakenly think that leadership is simply a different form of management, that the two differ in degree, not kind. It’s a misunderstanding that has actually torpedoed careers.
The difference between leadership and management is the difference, to paraphrase Mark Twain, between lightning and the lightning bug.
And that difference is defined by “more.”
Clearly, every organization that has ever been formed has been formed for a particular purpose. However, that purpose, the raison d’ê-tre, does not exist unchanged in a static universe.
Quantum mechanics and relativity have taught us that there is no such thing as a static universe. Change doesn’t just happen. Fundamentally, change is all that happens.
Generally speaking, management helps the organization stay stable in a changing environment. In biology, the concept is called homeostasis. Homeostasis is the biological equivalent of organizational management. In biology, homeostasis promotes the well-being of organisms. In organizational dynamics, homeostasis can lead to disaster.
Clearly, homeostasis is important to an organization. After all, every organization must possess an element of stability. So, management is vital to organizational success. However, when concern for stability overrides the necessity to adapt to change, ruin follows.
Leadership is the antidote to the disaster of over-weaning stability. What leadership does (or should do), its raison d’e-tre, is to strive to achieve “more.” Leadership uses organizational purpose as a tool not simply to react to change but to actually drive and even accelerate change — getting “more” of the tangible and intangible aspects of purpose. And “more” is not just quantitative. “More” is also qualitative.
Begin to examine the purpose of your organization. Define what “more” is in relationship to that purpose. Find ways to get not only “more” but “more of more.”
Getting more is not a question of getting people to run faster in the gerbil wheel. It means having a compelling strategy, tactical processes, and an inspiring vision that will enlist ardent cause leaders in all ranks and functions of the oganization.
Unless you see that more IS more, your leadership will be less.
5/2009© The Filson Leadership Group, Inc. All rights reserved.
The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – Celebrating 25 years of helping leaders of top companies worldwide achieve outstanding results every day. Sign up for his free leadership e-zine and get his FREE report "7 Steps To Leadership Mastery"