Driver

I may have a different take on leadership than other people.

I like ISO 9000's definition (as explained in the 8 QMS), which in my words would be:
1. to put forward a widely acceptable purpose (vision),
2. to establish specific goals (towards the vision), and
3. to foster an environment where people feel safe (i.e. they are expected to a) tell things as they see them and b) make mistakes, fix them and learn in the process).

I can do that from the back seat.
... driving the car is for the driver, not for the leader.

Feedback

If I could, I would stop performance reviews ...
To be more precise, I would stop their use to negotiate salary and bonuses.

Performance reviews are a source of fear, and contribute to skewed measures.

Would you dare to openly confess your errors under threat of stick and carrot.

Let me be very clear:
I fully support respectful non-manipulative feedback.
I am against manipulation.


Fungus

Fear

I have the feeling that we want to run away from something...

If I have learned something from the movies, it is that when you run away from fog and darkness, you fall in the arms of the Werewolf.

We will be confused as long as we look back and focus on what we don't want. We need to look forward, and focus on what we want.

Elsewhere I have described my vision, and I will not bore you with it now. I will just remind you that in my vision there are conversations where we can speak without fear of being judged, and without the expectation of getting something [material] in return.

Let's go on.
Let's go on describing, enacting and practicing the future we want.

Fungus

Creativity

I know I am a romantic, and an optimist.
So much so, that I think innovation is an individual choice and a highly contagious one.

The problem with ossified structures is that they don't let in fresh ideas to nurture innovation. Open the window, let the sunshine in and innovation will flourish.
Easier said than done.

Fear is the great enemy, and it must be eradicated.
Consider this scenario: I am old and successful. Well.. mature and successful. I earned my success by playing the old game. I am afraid that if things change, I will lose my chair.
I don't want the rules to change.
Would you?

My young associate is young and earnest. Full of ideas.
I will make sure that she understands the dangers of freethinking.
"Do as you are told," I will repeat over and over. I will make sure that she keeps her ideas to herself, or else...

What we have to do is to find fear wherever it's hiding and eradicate it.
Easier said than done.

However, I have chosen to be creative and to let people be creative.
Fearlessly creative.
I call it the pirate perspective.

Don't build castles, build ships.

Fungus

Weakness

The short answer is that you have to drive out fear. That's what Edward Deming says. As a manager, I need to know --as soon as possible-- if a team member has any relevant weakness. It is my problem and my responsibility to let my team know that no one will ever be punished for reporting a weakness. They will be supported and trained. Hiding a weakness, on the other hand, can get them in trouble. If someone claims to be strong where he is not, and that causes delays, rework or loss of quality, the team will be very angry. As a subordinate, I know that if I report my weaknesses and a plan to overcome them on time, I will not be punished. I fight very hard every day to keep this scheme going. Fungus