How does one define leadership? In many ways it is a concept that is difficult to define. Difficult to understand. Difficult to execute. And difficult to replicate. Consider how many books, articles, seminars, and case studies have been offered over the decades – not to mention the ability to earn a PhD in Leadership! As such, leadership comes in many models often formed by personal experiences and successes and failures of others.

At the fundamental level, at least in business, leadership can be defined as simply making better decisions than your competition. How does one develop this capability? An executive noted, “Make a lot of bad decisions that don’t kill you.” It is true that one’s experience is, in many cases, a result of trial and error and observation of others. Unfortunately, experience alone is no panacea; thus, a leader must be aware of their blind spots and recognition – or lack thereof – becomes more critical as one moves up the corporate ladder.

Blind spots represent an unrecognized weakness or hazard that has the potential to undercut a leader’s success. Blind spots can be found on numerous levels: how you view yourself and your impact on others, the strengths and weaknesses of your team and organization, and the forces operating in the markets in which you compete. Fortunately, blind spots can be identified and managed if one looks for them. Given such, carefully select valued sounding boards who push you, question you, and assist you in recognizing the areas that may undermine your success and that of your organization. 

Programs such as those offered by Ambition In Motion can illuminate leadership blind spots. This is vital as blind spots are not just cases of failing to see ourselves or our actions accurately. They are evident in the way we view our teams, organizations, and markets. 

Executives and senior leaders, get started today: https://rb.gy/5luuqj 

Successful companies hold candid conversations, explore areas of innovation, and refine strategy on a regular cadence. Why not you?

In the last month, have you asked yourself: Who you are and what you have? What you do? Who do you help? How you help? How they know you and how you deliver? How you interact? Who helps you? What you get? And what you give? If yes, that is great! If not, it is a great time to start!

Let’s focus on: Who you are? This core area encompasses three topics: interests, personality, and personal skills and abilities. 

Your engagement and overall satisfaction, whether at home or at work, is directly linked to your interest in the things you do. This is slightly different than one’s passion as it is focused more on a micro level. 

Your personality is undoubtedly the staple of: Who you are? However, this is far greater than the typical responses of: I’m an introvert. I enjoy being around others. Your personality in essence is a combination of DNA + life experiences. It represents your strengths, your weakness, your blind spots, your preferred work and life environments, and your competencies.

Your skills and abilities are shaped by life (or learned) experiences. Further, this area is the most flexible of the three (3) areas. Skills can be learned, lost, or refined. Abilities, on the other hand, are less elastic. Think about numerical reasoning or critical reading and writing. Certainly one can improve in those areas but those themes, and others, are often embedded intrinsically. 

You will notice that: Who you are and what you have? is the first in a series of important questions to fully understand yourself and provides a trajectory towards personal optimization. 

It is critical to start this journey with a sound, valued partner – a mentor or one who can hold the mirror and ask targeted questions as you reflect. Mentors come in all different ‘sizes and shapes.’ Colleagues. Family members. Book authors. Business partners. Ambition In Motion's Horizontal Mentoring program offers a new, fresh approach to the mentor-mentee relationship. Rather than the traditional top-down approach, Ambition In Motion’s methodology is based on the science of work orientation allowing for deep, horizontal relationships to form. Think about an engineer paired with a marketing manager or a customer service representative matched with an IT analyst. Imagine how these interesting combinations could jolt your insight not only within your organization but within yourself.