WorldWide Drilling Resource

21 WorldWide Drilling Resource ® SEPTEMBER 2014 The Un-Comfort Zone II by Robert Evans Wilson, Jr. Leaders AIM Here are the characteristics of leaders people will follow. Years ago, while in a traveling sales job I hated, I stopped at a gas station and used the restroom. Someone, an- noyed by the wet floors, had scrawled above the urinal: We aim to please. You aim too, please. It was a classic bit of latrinalia I’d seen a dozen times before. Written beneath it in a different hand was another bit of graf- fiti: We rarely hit where we do not aim. Initially, I thought it was simply a variation on a theme, but as I continued my journey, the words stuck with me. Somewhere down the road, the full im- pact of its meaning hit me. I realized I was never going to hit my goal of be- coming a successful writer if I stayed in my current job. My aim was about 180º off target. I decided to quit my job and start writing again. It was the first of many course corrections this bit of wis- dom helped me make over the years. Eventually, I learned it was a quote from Henry David Thoreau. His words are also a good reminder for people in leadership roles. Leaders aim. They aim for solid goals others can rally around. Whether they are in business, nonprofit, or politics, leaders have AIM. AIM is my acronym or mnemonic for the three characteristics of good leaders: Authenticity, Innovation, and Motivation. A leader who people will want to follow is authentic. It has been said that “Leadership is the art of getting some- one else to want to do what you want done.” This isn’t a problem for authentic leaders, for they have a mission - a clear mission they care about, perhaps are even passionate about. A mission which benefits all who are involved. The authen- tic leader is able to elucidate - to every- one’s understanding - what the goal is and how to reach it. An authentic leader will have a spe- cific vision and goal around which people will gather and follow direction. Theodore M. Hesburgh, president emeritus of the University of Notre Dame, may have said it best, “The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.” Authentic leaders do not seek the role for the power or the perquisites of the position. They earn their authority with charisma, management skills, and sharing the means for achieving the goal. As John Quincy Adams said, “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” Authentic leaders be- lieve in themselves and that the goal is attainable. People can sense authenticity and willingly follow the leader who has it. A good leader is also an innovator. The innovative leader is able to over- come obstacles and solve problems as they arise. Innovative leaders are open- minded to new avenues of reaching their goals. They don’t believe there is only one right answer. An innovative leader is willing to take risks, bend or break the rules as necessary. In the lexicon of the day - they think outside the box. The innova- tive leader is not afraid of failure, and creates a culture that encourages others to come up with new ideas for reaching the goal. When things aren’t going well, the innovative leader is willing to view the issue from a different perspective, and seek out alternate paths for achieving the goal. They revise their plans as their knowledge and experience grows. They recognize opportunities which may de- viate from the plan, but still make progress toward the goal. Finally, a good leader is a motivator. He motivates himself, then others. He leads by example - his enthusiasm is infectious. Mahatma Gandhi understood this when he said, "We must become the change we want to see." The motivational leader has empa- thy for the individual members of the group and cares about their personal needs and desires. This leader learns what his people are interested in or passionate about, and ties those to the group goals. Motivational leaders encour- age by being generous with praise. They acknowledge and reward achievement, and never take credit which is not theirs. This leader is cool under pressure and sets reasonable deadlines for his followers to meet. Motivational leaders stay focused on the goal; create a plan to acquire it; and work the plan persist- ently with adequate time, attention, and energy. Motivational leaders visualize the goal coming to fruition, and share the vision with their people. Motivational leaders create a pleas- ant environment and fun atmosphere to work in. They encourage learning be- cause they know knowledge is power, and the more you know, the more per- suasive you can be. Finally, the motiva- tional leaders are willing to share their expertise without fearing someone will use the knowledge to take their job. Leaders AIM to please. You AIM too, please. Robert Robert is an author, humorist, and innovation consultant. He works with companies that want to be more com- petitive and with people who want to think like innovators. For more information on Robert, visit www.jumpstartyourmeeting.com or contact him via e-mail at admin@ worldwidedrillingresource.com