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8 Principles of Dynamic Leadership

8 Principles of Dynamic Leadership

Together, we are on a leadership journey. A journey to become more competent individuals, efficient managers and dynamic leaders.

This quest involves sharing our unique experiences, learned principles and fundamental leadership lessons. This deliberate personal development is the reason I am writing this article and the reason you are sharing your time with me. This is what will make us more dynamic leaders and increase our chances of success in new roles and challenges. Here are my eight principles of dynamic leadership:

1. Focus on positive change.

Simple change is not positive and is the reason phrases like ‘continuous improvement’ become both white-collar buzzwords and blue-collar jokes. For a change to be positive, it must decrease the time required, increase efficiency, improve structure or increase simplicity. That’s it, simply put. No belt colors, no change coaches, no consulting fees. Every desired or required improvement must meet at least one of these criteria. If it doesn’t, don’t do it.

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2. Question everything: yesterday is interesting but irrelevant.

The military has an aspect most businesses do not: frequent 100% manpower turnover. Although many see this as a negative, a dynamic leader capitalizes on it. The welcome-aboard meeting with each new member of your organization should include this simple task: question everything. These two words must be a condition of employment. Empower them to always question the way business is done to find a better way to function. The newness of a job will wear off in six to nine months. Before this happens, ask why the organization does each task the current way.

Determine if their fresh, unvarnished opinion can yield positive change. The problem with this tactic is new employees are afraid of rocking the boat in the eyes of current ‘experts.’ For this strategy to be successful, leaders must instill in the culture of the organization a mentality that positive change is vital to the improvement of the team and continued success. Always remember yesterday may have brought you to today, but it most likely will not carry you through tomorrow. Embrace new ideas, new methods, and always question the assumptions that define your business model.

3. Don’t be a ninth letter leader.

Caution must be used with ‘I, me, mine’ terminology by leaders. These words are the natural selection of many individuals and can unintentionally offend others. When building a culture of teamwork, these three singular personal pronouns interject individualism and possessiveness. Instead, dynamic leaders maximize the use of ‘we, us, our’ phrases. They allow the development of a mutual solution where all parties believe in shared success.

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To fully understand the power of this concept, count the times people use I, me and my in their daily exchanges. Now, think how the topic might be received differently if every one of those individually possessive words were replaced with the team building terms we, us and our. This simple pronoun change creates a side-by-side stance, drawing attention to common interests and shared effort. This subtle point, a simple strategy, will greatly influence team building and help build your case as a win-win instead of win-lose. Don’t be overly possessive; if ‘I’ take credit for a success, it does not build ‘Us’ as a team. Do you overuse the ninth letter of our alphabet…the letter ‘I’?

4. Know the true measure of leadership is not found in an individual, but the individuals developed.

Never value your success as a leader over that of the individuals you lead. Your primary job as a leader is to develop your replacement, to put yourself out of a job.

5. Be efficient effectively.

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http://www.flickr.com/photos/laurajo/4568372067

    Notice the choice of words of the goal – efficiently effective. Priority One of leadership and the goal of any organization is to be effective. This means the focus of development, of all efforts, must first be on meeting the predefined goal. Once that is guaranteed, then, and only then, we must turn our attention to efficiently accomplishing the task.

    6. Time is of the essence.

    Time is the most critical resource of every organization, each individual and all leaders. Next time a meeting starts 15 minutes late, look around the room and count your team members. Think of what could have been done in that wasted time. Think of the average hourly wage for the room. Do the math of how much your tardiness cost the company in real dollars, then add the frustration endured by your team (which is priceless).

    Personally, I am writing this post in my notebook. It looks like I am taking incredible notes as I frequently look up to give my best, active-listening, head-nod acknowledgment and make direct eye contact with the speaker. We are entering hour four of a two-hour meeting with 29 of my peers and supervisors. Fortunately, I am capitalizing on this time by putting my thoughts and frustrations on paper. Unfortunately, this has crippled our staff and made today a total loss. It will take us at least three days to get our head back above water and take a breath because 26 onlookers were forced to watch a conversation by four individuals. By my rough calculation, this meeting cost us $9072 without even factoring in the opportunity cost! A dynamic leader always weighs risk/reward or cost/benefit for every action/inaction. A dynamic leader values everyone’s time the way they want theirs treated.

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    7. Indecision is still a decision.

    A leader is continually asked to make decisions with incomplete and variable data sets. The choices many times are not right or wrong, but differing degrees of good enough with conflicting second and third order effects. This draws many leaders into analysis paralysis where a decision is delayed into nonexistence because of the continual search for a perfect solution. A dynamic leader knows their worth is determined by their ability to properly analyze situations and take deliberate, calculated risks to move the team forward.

    8. Leadership is a process not a position.

    A dynamic leader yearns for knowledge, for experience, to improve their leadership skill set. They realize leadership is not defined by the title on the door, but daily actions. A dynamic leader grows daily and learns as much as possible from every conversation, meeting, interaction and experience.

    A dynamic leader knows anything is possible. Please help me add to this list in the comments below.

    Featured photo credit: Olivier Carré-Delisle via flickr.com

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    Chris Stricklin

    Leadership Consultant

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    Last Updated on November 15, 2019

    How Do You Change a Habit (According to Psychology)

    How Do You Change a Habit (According to Psychology)

    Habits are hard to kill, and rightly so. They are a part and parcel of your personality traits and mold your character.

    However, habits are not always something over-the-top and quirky enough to get noticed. Think of subtle habits like tapping fingers when you are nervous and humming songs while you drive. These are nothing but ingrained habits that you may not realize easily.

    Just take a few minutes and think of something specific that you do all the time. You will notice how it has become a habit for you without any explicit realization. Everything you do on a daily basis starting with your morning routine, lunch preferences to exercise routines are all habits.

    Habits mostly form from life experiences and certain observed behaviors, not all of them are healthy. Habitual smoking can be dangerous to your health. Similarly, a habit could also make you lose out on enjoying something to its best – like how some people just cannot stop swaying their bodies when delivering a speech.

    Thus, there could be a few habits that you would want to change about yourself. But changing habits is not as easy as it seems, why?

    What Makes It Hard To Change A Habit?

    To want to change a particular habit means to change something very fundamental about your behavior.[1] Hence, it’s necessary to understand how habits actually form and why they are so difficult to actually get out of.

    The Biology

    Habits form in a place what we call the subconscious mind in our brain.[2]

    Our brains have two modes of operation. The first one is an automatic pilot kind of system that is fast and works on reflexes often. It is what we call the subconscious part. This is the part that is associated with everything that comes naturally to you.

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    The second mode is the conscious mode where every action and decision is well thought out and follows a controlled way of thinking.

    A fine example to distinguish both would be to consider yourself learning to drive or play an instrument. For the first time you try learning, you think before every movement you make. But once you have got the hang of it, you might drive without applying much thought into it.

    Both systems work together in our brains at all times. When a habit is formed, it moves from the conscious part to the subconscious making it difficult to control.

    So, the key idea in deconstructing a habit is to go from the subconscious to the conscious.

    Another thing you have to understand about habits is that they can be conscious or hidden.

    Conscious habits are those that require active input from your side. For instance, if you stop setting your alarm in the morning, you will stop waking up at the same time.

    Hidden habits, on the other hand, are habits that we do without realizing. These make up the majority of our habits and we wouldn’t even know them until someone pointed them out. So the first difficulty in breaking these habits is to actually identify them. As they are internalized, they need a lot of attention to detail for self-identification. That’s not all.

    Habits can be physical, social, and mental, energy-based and even be particular to productivity. Understanding them is necessary to know why they are difficult to break and what can be done about them.

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    The Psychology

    Habits get engraved into our memories depending on the way we think, feel and act over a particular period of time. The procedural part of memory deals with habit formation and studies have observed that various types of conditioning of behavior could affect your habit formations.

    Classical conditioning or pavlovian conditioning is when you start associating a memory with reality.[3] A dog that associates ringing bell to food will start salivating. The same external stimuli such as the sound of church bells can make a person want to pray.

    Operant conditioning is when experience and the feelings associated with it form a habit.[4] By encouraging or discouraging an act, individuals could either make it a habit or stop doing it.

    Observational learning is another way habits could take form. A child may start walking the same way their parent does.

    What Can You Do To Change a Habit?

    Sure, habits are hard to control but it is not impossible. With a few tips and hard-driven dedication, you can surely get over your nasty habits.

    Here are some ways that make use of psychological findings to help you:

    1. Identify Your Habits

    As mentioned earlier, habits can be quite subtle and hidden from your view. You have to bring your subconscious habits to an aware state of mind. You could do it by self-observation or by asking your friends or family to point out the habit for your sake.

    2. Find out the Impact of Your Habit

    Every habit produces an effect – either physical or mental. Find out what exactly it is doing to you. Does it help you relieve stress or does it give you some pain relief?

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    It could be anything simple. Sometimes biting your nails could be calming your nerves. Understanding the effect of a habit is necessary to control it.

    3. Apply Logic

    You don’t need to be force-fed with wisdom and advice to know what an unhealthy habit could do to you.

    Late-night binge-watching just before an important presentation is not going to help you. Take a moment and apply your own wisdom and logic to control your seemingly nastily habits.

    4. Choose an Alternative

    As I said, every habit induces some feeling. So, it could be quite difficult to get over it unless you find something else that can replace it. It can be a simple non-harming new habit that you can cultivate to get over a bad habit.

    Say you have the habit of banging your head hard when you are angry. That’s going to be bad for you. Instead, the next time you are angry, just take a deep breath and count to 10. Or maybe start imagining yourself on a luxury yacht. Just think of something that will work for you.

    5. Remove Triggers

    Get rid of items and situations that can trigger your bad habit.

    Stay away from smoke breaks if you are trying to quit it. Remove all those candy bars from the fridge if you want to control your sweet cravings.

    6. Visualize Change

    Our brains can be trained to forget a habit if we start visualizing the change. Serious visualization is retained and helps as a motivator in breaking the habit loop.

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    For instance, to replace your habit of waking up late, visualize yourself waking up early and enjoying the early morning jog every day. By continuing this, you would naturally feel better to wake up early and do your new hobby.

    7. Avoid Negative Talks and Thinking

    Just as how our brain is trained to accept a change in habit, continuous negative talk and thinking could hamper your efforts put into breaking a habit.

    Believe you can get out of it and assert yourself the same.

    Final Thoughts

    Changing habits isn’t easy, so do not expect an overnight change!

    Habits took a long time to form. It could take a while to completely break out of it. You will have to accept that sometimes you may falter in your efforts. Don’t let negativity seep in when it seems hard. Keep going at it slowly and steadily.

    More About Changing Habits

    Featured photo credit: Mel via unsplash.com

    Reference

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