Yesterday I wrote that
trust is one of the most valuable economic assets; it is the
foundation of all stellar business, organizational and
individual performance. Today I read that Stephen M.R. Covey
(the son not the father) is challenging his readers with the
idea that trust is a hard-edged economic driver rather than just
a soft social virtue. And did I mention that Daniel Kahneman was
awarded the 2002 Nobel Prize for economics for his work
integrating psychological research into economic science which
concluded that business is more about emotions than most
businesspeople care to admit? That emotion we feel called trust
has been a part of a leader’s lexicon for generations. For those
who have used every phrase, every key word, every sound-bite and
now every twitter to get leaders to pay more than a passing,
inattentive glance to their interpersonal impact, try this
one…trust is the leading indicator of your success.
Leaders…It’s time to
stop looking at your investment portfolio and start looking at
your leadership portfolio.
Many attribute today’s
economic conditions to a lack of leadership. Matthew Bishop,
author of Essential Economics, states that trust is
one of the most valuable economic assets, hard to create but
easy to destroy. In my work with leaders in all industries
at all levels the premise that trust is the foundation of all
performance proves itself over and over again. Trust is a
fragile commodity. Trusting the leaders around us (at work, in
our communities, in our government, local and global) is the
fundamental step to regaining leadership as the competitive
advantage that it once was.
How is your
leadership portfolio performing?
We all know how our
investment portfolios have been performing lately; poorly. They
are mere shadows of their former selves. Yet, do
you know how your leadership portfolio has been performing?
People and organizations
operate with many portfolios; financial portfolios, product
portfolios, online career portfolios. Like an artist’s
portfolio, which portrays selected good work, we have portfolios
of our work as leaders. A leadership portfolio is evidence of
your good work, the positive impact that you have on the
business, the organization and the individuals around you.
Evidence of your impact
includes annual performance reviews, business plans, operational
goals, 360-degree assessment data, employee engagement survey
data, and more. And, like any portfolio, it is best to
periodically check to see how well it’s performing.
The contemporary Leadership Portfolio©
demonstrates the total impact of a leader.
Business Impact – The degree to
which the leader or leaders are producing outcomes aligned with
the organization’s purpose and strategic direction.
Organizational Impact – The degree
to which the leader or leaders are implementing structure and
processes that are aligned with the organization’s purpose and
Individual Impact – The degree to
which the leader or leaders are positively affecting the
individuals around him or her; this positive impact contributes
to the ability of others to optimize their value.
Many people are focusing
on economic conditions and personal finances almost to the
exclusion of every other issue. And, financial problems are
almost always followed by emotional stress and more complicated
It is right to minimize
the stresses on you and others by addressing these issues face
forward. It is right to review and reframe individual goals and
financial plans. The article
Eleven Ways to Help Yourself Stay Sane in a Crazy Market,
by David Wheat of Axiom Advisors, reminds us to do just
that; review and re-frame our personal goals.
We have all been hit
pretty hard by the WDMFG (Where Did My Future Go?) virus. Yet
whining is not a privilege of leaders. We are expected to take
charge and move forward on behalf of the people and the
businesses that we serve.
Today, leaders at all
levels can best serve themselves, their businesses,
organizations and those that count on them by bringing their
leadership practices into closer strategic focus. It is time to
review and reframe your leadership goals; gather feedback data,
have performance conversations, and learn and use new skills.
Like your investment portfolio, ignoring your leadership
portfolio will not make it better. The quality and performance
of your leadership portfolio is today’s competitive advantage.
So, how are you doing?
Copyright 2002 - 2011 ©
Contact me at
Anne@DeFrancesco.net to share your Point of View.