In any enterprise, there’s a risk that the non-productive forces highlighted in Drucker’s popular observance will exert their costly influence.  That they would occur “naturally,” or by default, absent the counter-influence of Leadership, speaks to an interesting assumption about human nature that you may or may not agree with.  Regardless how or why they get started, Friction, Confusion and Underperformance have corrosive impacts on getting desired results or outcomes.  The good news is that these negative influences are entirely preventable, and the antidote is another, higher-order aspect of human nature: Leadership.

Friction, Confusion and Underperformance typically happen when:

• There are competing agendas among employee and/or employee groups, based on
• Differing expectations about purpose or vision
• Communication is lacking or unclear
• Morale is low
• Roles and responsibilities are poorly defined or undefined
• Effective action or productivity is undervalued or not recognized

WHAT Leadership provides, or at least is a necessary condition for making possible in a company is:

• Focus
• Alignment
• Passion
• Persistence
• Vision
• Purpose
• Clarity, especially during times of change
• Hope

HOW do I know I’m leading? I’m leading when I’m:

• Using effective, active listening
• Engaging stakeholders
• Empowering stakeholders
• Using consistent messaging
• Asking great questions
• Questioning assumptions
• Working collaboratively
• Identifying & removing barriers for others’ success
• Providing encouragement
• Holding myself and others accountable

WHO are the beneficiaries, or stakeholders for effective Leadership? They include:

• Customers
• Employees
• Employee families
• Partners
• Industry
• Community

WHY have Leadership:
If you agree with Drucker’s assessment about the default mode of human nature in work settings, then you’ll establish, develop and reinforce effective leadership behaviors in yourself and throughout your company.  Nothing could be more natural, and I’m happy to help!