Attitude control and effective leadership

Flying, attitude control and crashes

Early efforts at fixed-wing aircraft design succeeded in generating sufficient lift to get the aircraft off the ground, but once aloft, the aircraft proved uncontrollable, often with disastrous results. The development of effective flight controls is what allowed stable flight. This is known as attitude control.

It occurred to me that leadership is a lot like flying a plane - taking off is easy but without proper attitude control the leadership provides unstable, also with disastrous results.

Better control; better flight; better leadership

In attitude trumphs skill I wrote about how leadership is primarily judged on attitudes seen so what would constitute ‘attitude control’ for leadership?

Here’s 8 key behaviours (with thanks to Charlie Pellerin),  that show the right attitude in leadership, by example– which do you live the best / find the hardest?

1.       Clarifying roles, accountability and authority for team members

2.       My gratitude helps others feel appreciated

3.       I work with others to find shared goals and interests

4.       I evaluate and appropriately include others

5.       I clarify agreements, keeping them and renegotiating in advance before they are broken

6.       I call out unpleasant realities and present realistic solutions

7.       I am 100% committed to the outcome I’m seeking

8.       I recognise and shift drama  in myself and others towards resolution

9.       My behaviour and language confirm what results I am accountable to produce

The socially acceptable addiction - the disconnect from real life

One of the most important human needs beyond food, shelter, water and air, according to Abraham Maslow’s hierarchy of needs, is the need to feel valued (I talk about this under my blog on ‘Appreciation’).

Second only to the need to feel valued is the need to belong, to feel included – there’s no doubt these are powerful drivers of our behaviour, on a daily basis.

For example,

·         What happened the last time you were in a relationship where you didn’t feel valued?

·         What happened the last time you were in a group where you did not feel included, on a regular basis?

Did you leave? Of course you did – in the same way you’d leave a room with no air.

Why are those needs such strong drivers? They are primal; we evolved as a social organism and being part of the tribe is essential to human comfort. Sure we have differing tribes and levels of engagement – but show me a human being who feels no need to be valued or a need to associate with someone and I’ll show you a hermit; such people are very much the exception.

Ok, so we’re wired this way – so what?

Here’s where social media can be so compelling – there’s niche for everyone (ultimate inclusion) and such communities can be rich feeding for feeling valued too.

Of course great things can (and do) come from this too.

However, is it any wonder that many lead virtual lives today?

I worry for the ‘Millennials’.

... and now for a rude word - Accountable 

Caution – the following blog can be beneficial to your career; but it’s not for the faint of heart.

This is what accountable looks like; Gene Kranz, Flight Director of multiple Apollo Missions (most notably 1, 11 and 13) personifies it and I'd like to share why I think we should too - every one of us.

I’m not a fan of responsibilities – they enable the meek to say ‘it’s not my job’ and abdicate too easily, conscious cleared.

I’m often asked about ‘the next step’ for people’s project management careers – ‘what can I do to stand out / be more successful / be more competitive’. You know that question.

Simple – be accountable. Keep agreements, hold others to them, say ‘I will fix this’ – then fix it.

Let me ask you this – which would you rather – your staff and peers had responsibilities or behaved in an accountable way?

Which would save you more time and frustration? Which builds trust and respect faster?

Of course Mr and Ms faint-hearted will say ‘but you might fail’ or my favourite – ‘I can’t do that – I’m not allowed’.

Total number of times in my life someone has said ‘you're not allowed to be accountable’? Zero.

By being accountable in my career and life I have:

·        fallen over a few times and got back up (world did not end);

·        succeeded in delivering what I promised, wherever possible;

·       earned trust from people;

·       made many international friends;

·       learned (and continue to learn) from the best people on the planet, on leadership and performance;  

·       met my wonderful wife; and

·       quadrupled my salary (not really important actually, but some require a ‘tangible’ beyond the obvious).

The very best outcome was my wife – hands down – the rest is merely ‘terrific’.

Not a bad run so far...what have you got to show for your accountability?

No better voice than Gene Kranz's on personal accountability and where it got him. Listen to the man; this is the right stuff.