What does Life mean to you

I came across this acronym yesterday by one of my favourite communicators, Erwin McManus. I have never encountered anyone who is as passionate about people realising their true potential and living out of the gifts and talents as Erwin is. L.I.F.E is a code Erwin tries to live by and which suggests to me that it's probably a good idea I recommend it to you (and myself) to consider.

Look forward to the future. When you wake up be excited about what your day may bring. Spend time dreaming how you want your life to be.
Invest your time in things that matter. If you don't love your job the best thing you can do now is to start investing your time in the people you work with. Invest in people and you will never want for challenge and reward in your life.
Focus on the moment. Squeeze every bit of life out of the opportunities you are given. Don't loose the enjoyment of what you are doing now by being distracted by what's coming next.
Expect your life to be significant. Expect to be extraordinary and expect to meet extraordinary people.

If you can apply these thing, I believe that irrespective of what you actually end up doing your life will be rich and meaningful to you and those around you. Be known for Passion, Energy & Determination.

Here's to the start of a new week and month. Enjoy!

The Changing of the Guard

A colleague sent me an interesting article yesterday. It reports on some research recently undertaken on the state on leadership in New Zealand workplaces and it subsequent affects on employees' satisfaction with their job.

The findings strike a cord with me. Firstly, the art/science of leadership is something close to my heart and something I want to pursue more seriously sometime in the future (one day I hope to be able to share some of the detailed thoughts I have been knocking around).
Secondly, I believe that this article touches on some of the core issues with emerging leaders in our workplaces, or the lack there of. I would like to share two of my observations:

1. I believe that the 17% of people who are passionate about their jobs and essentially loving what they do are this way not because of a great manager, generous renumeration, great perks or good Feng Shui throughout the office. These things are important but only decrease the amount of dissatisfaction someones has. These people are passionate because they will be working out of their strengths, or in other words, doing the things they are great at which energize them. Most people are happy to do what they are good at and while they will be effective in their roles they won't get the vitalisation that the 17% of us do who constantly work within their niche or zone or whatever you want to call it.

2. In five years time when the first load of baby boomers hit 65, there is not suddenly going to be a release of the best positions that they hold. I bet you they will fight to hang on to those positions like a Coca-Cola fan would hold on to the last Vanilla Coke once the product leaves the market (I'm not bitter). Those of us a at the beginning end of our careers (first 10 years) will need to be in a position to take those roles. I don't think they will be easily given.

I want to be a future leader of New Zealand. I am convinced that the best thing I can do to achieve this is to continually apply a strategic approach to my development in leadership skill, capability and experience. I encourage you to join me in this pursuit so in five to seven years time we will be on the cusp of an exciting and dynamic era of a new movement of emerging leaders. I think five years is a fair projection. It falls on you and I to make the decision about what the future leadership of organisations in New Zealand will look like. Who do you want to be signing your pay checks off then?

Exploring Leadership (Updated)

Consider this: The talented musician

you are the leader of a band and have one member who is spoilt for talent. I mean seriously, they can play the guitar, drums, keys, and bass. She can sing, arrange music and construct a complete performance. However this person is stubborn and hard to lead. She passively resists engaging with her full potential.

My question is this.

How do you engage with the most talented (potential and active talent) and the most gifted (unrealised and realised gifts)?

• Do you manage by placating her with token solos? Would you allow her to get by on her undisciplined brilliance, all the while accepting uncommitted involvement and undermining your position as group leader every time you defer to her for inspiration and input?

Or

• Do you lead by helping her to realise the potential she has and make her a leader through influence herself? Would you spend your time getting to know and understand her enabling you to effectively direct and focus her abilities? Would you be prepared to give her enough autonomy which she could hang you with?

Or would you find a new band member?

Is there another way? What would you do? Tell me...