“In a time of drastic change, it is the learners who inherit the future.”—Eric Hoffe

People who become executives begin their careers as functional or technical specialists. A specialty is the basis on which to grow new, diverse expertise and ultimately either choose to stay on the specialist ladder or move to management.

As a person moves from first time manager, to managing others, to managing groups, to managing an organization; work continuously broadens, organizational dynamics and politics become increasingly complex and require an evolving set of priorities.

A leader’s awareness and their speed of adaptation in a new role influence the organizational culture, employee engagement, client loyalty and financial results. The keys to a leader’s success? Knowing yourself; assessing preparedness and requirements of work, being clear about internal and external measures of success, being honest with oneself about personal readiness, ways to maintain resilience and creating trusted connections with others.

Mentors and role models all serve to give feedback, provide perspective and increase awareness. They can be our trusted advisors and the ones who we can rely on to tell us the truth. They can become the accelerator of a leader’s success.

The tendency towards self-delusion increases the higher a leader/manager ascends the organizational hierarchy. The higher one climbs, the more placating peers and subordinates become, resulting in acute insulation and putting leaders in a type of vacuum away from constructive feedback. What’s the culprit? Isolationism, a relative lack of honest, critical, and corrective feedback, all part of a phenomenon that conventional training and development practices, in style and substance, cannot adequately address.

That’s where Leadership Assessment and 360 feedback can play a proactive role to provide information for self insight. We all have blind spots or areas where personal growth once areas, when identified, can improve our effectiveness.

The following graphic illustrates how to use feedback and create a plan for growth.

• Step one is to have information through a 360 assessment or Leadership Assessment
• Step two is having someone who can review your assessment data with you and discuss your strengths and areas for development, such as a mentor
• Step three is to create a plan for growth and change
• Step four is ongoing practice to master new behaviors
• Step five is meeting with your mentor to discuss success or times when you weren’t so successful and determine improvement tactics

This diagram illustrates the following points:

• We all learn from examining how similar our self perception is to our public perception
• The closer the self and public perception are aligned, the more authentic we are “coming across” and the more comfortable we are in our own skin
• Having a mentor who can give us feedback about a self assessment or a 360 broadens our perspective and can help us reframe or coach us on areas which are more difficult ones to change
• Practice is key. Growth as a leader requires practice, feedback and acknowledgment that practice is not an event. Rather it’s ongoing and takes time to fully master behavior change.

Recent research led by Crystal Hoyt, however, has brought a new perspective to the debate. Hoyt’s team sought to examine the impact of each belief on ones ability to identify with a leadership role model and act in line with that identification. The researchers divided participants into two groups, one group was primed to believe that leaders were born and the other was primed to believe that leaders were made. Each group was then shown a leadership role model and tasked with completing a leadership task (delivering a speech to a group of followers). The research found that those in the “made” category were more likely to identify with their role model and demonstrated more confidence and less anxiety before performing the task. The “made” group also performed the task significantly better.

The implications from this research add another layer to our understanding of just how irrelevant the debate is. The evidence implies that it doesn’t really matter whether leaders are born or made, what matters is whether a person believes that they can develop into an effective leader, or improve their leadership ability. These implications suggest that, in leadership development, perhaps we should start by teaching this growth mindset and letting future leaders know that no matter how much nature gave them, nurture can take them a lot further.

David Burkus is the editor of LeaderLab. He writes, speaks, and serves on the faculty of management at Oral Roberts University’s College of Business.

Nothing has been as illuminating as studying the ways and means of Apple. More recently, I delved into the business of “cult” energy drink brands, Red Bull and Monster, and I strongly advise anyone in consumer products or services to examine Red Bull’s strategies and culture. Do that and you can’t help but think differently about your own brand or business. The folks at Red Bull are the ultimate entrepreneurs; although you may be caught in the bureaucracy of an old economy organization, you cannot escape the fact that great ideas create change.

Your idea can change a company. That idea can also change you; believe me, there is nothing like a business breakthrough to set the right foundation for the rest of your career. Take the time to look at other industries. You’ll be surprised what you can learn and how that information can affect your own business or industry. A trade show is a great place to start.

15 months of blogging and here’s the most important things I’ve taught:

1. Complexity in a company is a cancer. Keep it simple. Focus.
2. Strategy has never been more important. With the pace of business and with so many options at a leader’s disposal, clarity of purpose is critical to differentiating you from the rest of the pack. Leverage it to get ahead. Remain focused on it to stay ahead.
3. Creativity is the last great bargain in business. Institutionalize it within your modus operandi and mindset. This is difficult for big company people because they are part of a “spend your way out of it” culture. Creativity is the key to a small company’s success. With the emergence of social media, the leverage of creativity is immeasurable.
4. Appreciate that culture is the strategy. Look at Apple – no question Apple would not be what it is today without Steve Jobs ‘vision and tenacity. But don’t over look the fact that Apple’s culture is innovative, competitive, focused, passionate and collaborative.
5. Look to a future beyond the fiscal year. Develop strategies that define the future based on the actions
   you will take to achieve that vision.

43 years in business and here’s the most important things I’ve learned:

1. Life is a journey, not a destination. I didn’t get this until I left the corner office and began to discover interests beyond business. Don’t wait that long.
2. One can successfully balance work life and home life. Hug your kids. They grow up faster than you can imagine. Sure, there are times where you’ll have to put in the long hours. But you can work smarter. That means more hours for your family and your out-of-work passions. Trust me; the business won’t suffer.
3. Today’s business is more exciting than ever before. Okay, so there are roadblocks – government meddling, environmental challenges, cheap foreign production. But look at the opportunities – online marketing, social media, niche products and services, specialization, the list goes on.
4. “Greed is good” is becoming “greed for good”. Entrepreneurs invest where there is opportunity. Saving the planet is good business.  In the renewable energy market, global investment has increased from $33 billion in 2004 to $211 billion, 7 years later.
5. The most important thing in business and life is to love what you do. This means following your passion. Mine was marketing. Now that I’m out of business, my passion is writing. One day I’ll find a publisher not afraid to take a chance on a grey-haired, rookie novelist.

John Bell is a strategy consultant and former CEO of Jacobs Suchard (Kraft, Nabob). He is a contributor to Fortune magazine and a regular blogger at CEO Afterlife.

Montgomery argues that strategy ought to be an act of leadership, and not the formulaic calculation it currently appears to be. She argues that sustainable strategy is a myth and that true strategists and leaders work on constantly shaping and cultivating their companies value proposition and purpose over a longer time frame. To add to her argument she brings in fascinating case studies such as Domenico De Sole’s incredible turnaround of Gucci and (yes it seems obligatory) Steve Jobs’ triumphant return, which left Apple better aligned with the direction of the consumer market.

Montgomery’s style is a beautiful blend of academic prose and practical lessons. At first glance, the book looks like dry, heavy stuff however it moves quickly and keeps you feeling positive and entertained. There are many books about strategy out there, and many more about leadership – however, The Strategist has done the body of literature a service by finally blending the two in a comprehensive, yet understandable manner.

This is a guest post form Soren Kaplan. Soren is the Managing Principal of InnovationPoint, an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands and the author of the new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

One simple question lies at the heart of a continuous struggle that most leaders and organizations face:  how do we succeed today while simultaneously creating the future?

Some leaders consciously acknowledge this fundamental paradox.  Others experience the inherent tension but let short-term goals and fire-fighting consume their lives – at the expense of preparing for and positioning themselves for the future.  We all know the companies and brands that failed to find this delicate balance:  Kodak, Blockbuster, Borders, and the list could go on and on.

This one little question lies at the intersection of two big fields – leadership and innovation.  Whereas innovation used to be all about research & development, technology, and product or service innovation, what’s required for innovation today goes far beyond the traditional nuts and bolts.  Innovation today is as much about how you deliver value as it is about what it is you offer to the market.  Today’s innovators know that services, business models, collaboration, relationships, networks, knowledge, and social capital are the keys to the future.

The other domain is leadership.  Leadership used to be all about purpose, vision, mission, motivation and communication.  While these things are still important, the domain of leadership is being reinvented by the same mechanisms responsible for transforming the field of innovation.  Leading is as much about fostering networks, tapping into global resources and knowledge, following others, and creating the conditions that foster innovation.

I’ve heard many leaders lament that they just don’t have the time or resources to focus on the future.  They’re say that since they’re not “measured” on long-term innovation they must live and die by quarterly results.  And besides, they say, there are too many operational challenges requiring attention so they don’t have the “luxury” to think long-term.  Some leaders, on the other hand, work through the paradox of leading for innovation by ensuring they don’t sacrifice the long-term for short-term gains.  The easy example is Steve Jobs, who mastered the ability to create products and services that people want now, while simultaneously innovating new products, services and business models focused on shaping the future.

The convergence of leadership and innovation is about realizing that the secret sauce that gives life to breakthrough leadership is innovation – and for breakthrough innovation it’s leadership.  So what can leaders do right now to tap into the power of this convergence?

• Carve out time for the future – Even if it’s just a few hours per month, dedicate time to putting down the fire hose and help yourself and others step back to see the big picture

• Look everywhere for opportunities to leapfrog – Because innovation is about creating new value, look for ways to reinvent anything and everything, from products to processes to the organization’s physical environment to the rewards and metrics that motivate behavior

• Provide an innovation vision – Create a vision for innovation.  Describe the type innovations (from small tweaks to big breakthroughs) that will make a difference for your organization, your customers, your clients, your community, and the world.

• Role model innovation leadership – successful innovation requires risk-taking, acceptance of failure, and openness to revisiting and modifying fundamental assumptions.  Role model these things every day.  Find others who do these naturally and use them as inspiration for others.

• Open up to surprise – innovation leadership is about living with uncertainty and using ambiguity as a tool to find clarity and direction.  Exploring new areas outside of our comfort zone delivers surprising insights that can lead to new opportunities.  Being ready to respond to both positive and negative unforeseen events makes us more adaptive as we drive forward our innovations.

Innovation is a continuous process of invention and reinvention.  The most effective innovators embrace the journey as part of the destination while helping others recognize that they play a role in delivering value today while concurrently creating the future.

From the abstract:

In the past few years, businesses have been hit hard with a talent crunch, a generational shift, and an economic downturn. This is all on top of the usual 21st century challenges of globalization, innovation, and technology. How can leaders possibly keep up? They must, and they will. But in order to do so successfully, they must learn to not only lead their organizations but also lead themselves. They must learn to practice personal leadership. This article outlines ten practices of personal leadership that show readers that leadership is not just a label. It is a way of life.

[Download Article]

This is a guest post by Erin Palmer from Bisk Education. Erin works with Villanova University’s online human resources certification programs. Visit Villanova’s resource center for more information about HR, such as an HR director job description. Erin can be reached on Twitter @Erin_E_Palmer.

The most successful leaders possess knowledge, skills and qualities that typically are more complex and far-reaching than the traits their employees bring to their own jobs.  Perhaps the most important of these leadership qualities is a deep understanding of the company. No matter what your position is, you owe it to yourself and your future within the organization to know your company.

Wherever you are on the leadership continuum, when you demonstrate that you have a deep and working knowledge of your company, doors will open towards your successful future in leadership.  Here are some of the most important things to keep in mind:

Get to Know Your Superiors

When was the last time you interacted with your boss’ boss?  Getting to know the management above your immediate supervisor is a great way to advance your career.  According to the Harvard Business School, there has been an increase in personnel in the top management structure for many companies.  This affords you more opportunities for growth. Your superiors and their superiors possess a broader view of the company and can provide first-hand access to potential new products and/or new assignments.  Make a point to interact, both directly and indirectly, with your boss’ boss.  Increase your visibility, publicize your accomplishments and continually deliver superior results.  Not only will your direct boss take notice, you’ll also be noticed by his or her superiors.

Learn the Story and History of Your Company

Think about the friendships and professional relationships you’ve developed in your lifetime.  Each one has a story that goes with it, making the connection stronger and more relevant.  We are more motivated and engaged to “stick things out” when we understand the history of a person or organization.  Do the same with your company; get to know the history of the business, the story behind the brand, and the deeper reasons why your organization is who it is and why it stands for what it does.

Learn Your Company’s Details

In order to perform to the best of your ability and gain recognition as leadership material, arm yourself with as many company details as possible.  Make sure you have the following information about your company: financial condition; customer profiles; mission statement; disciplinary procedures; retirement and health insurance; chain of command; policies on smoking, drugs and alcohol, public statements, and IT acceptable use; grievance procedures; fraternization policy; and contact information for the IT help desk.

Possessing the knowledge and skills necessary to perform your job is only part of a more complex personal brand. Using the tips above can get you noticed by the people in your company that can help you become a more effective leader and move up the corporate ladder.

Theoretically, the principles and personal characteristics that constitute great leadership should mirror those of greats CEOs – but not always. Here’s why:

1. By definition, the person who fails to deliver quantitative business results for the company he
   leads is not a great CEO (of that company). That does not preclude the individual from being a great leader and a great CEO somewhere else. Reportedly, John Scully was the top of his class during his Pepsi years. Then he moved to Apple and failed miserably. Same leader, different result.
2. Companies, markets, and the categories in which they compete can be exceedingly dissimilar. Fundamentally, the leadership style or the skillset required of a CEO in one environment may be the kiss of death in another. Is a “turnaround” artist right for a profitable, steady bureaucracy? Can a good “start-up” CEO guide a mature organization? Are shareholders looking for a builder or a banker?
3. CEOs can exhibit some odd leadership characteristics and still get the job done. One has to wonder
   if Apple would have been as successful had Steve Jobs not been ruthless, impatient, emotional, stubborn, intense, and controlling.

On point number 3, I’m the first to admit that if I could go back, I would have done a few things differently during my years in the corner office.  For starters, I would have injected more fun into a culture that was intensely competitive, but unnecessarily serious. Secondly, I treated everyone the same; at the time I justified my behavior as fair and equitable leadership. It was also “easy” leadership because I led without much regard to filtering the intensity of my personality. On reflection, I should have paid attention to the unique personalities of my management team and made some adaptations that would have allowed their business lives to be even more fulfilling.

In the final analysis, would these improvements in human resource strategy have made any difference to the company’s performance? The answer to that question is an unequivocal, “no”. On the other hand, these adaptations would not have hindered the result. The most important question a CEO must answer is still, “what should we do?” Once he or she has taken care of that, the next question is “how should we do it?” This is the question that affords the opportunity for a leader to provide satisfaction to his or her followers during the long journey to a purposeful destination.

John Bell is a strategy consultant and former CEO of Jacobs Suchard (Kraft, Nabob). He is a contributor to Fortune magazine and a regular blogger at CEO Afterlife.

Dan Ariely, a behavioral economist at Duke, offers an addendum to O’Neil: we don’t just need to step back to observe, we need to step back to avoid hurting ourselves and others. Ariely (2010) introduced the concept of “self-herding,” which is to say that humans make decisions about future behavior based on past behavior. Therefore, when we act out in anger in a situation we are more likely to behave the same way the next time we encounter that situation, whether angry or not.

I believe this is how well meaning leaders develop into terrible bosses. As the approach the tip of the S-curve, as burnout and entropy sneak in, they act out against their people. The next time they face a similar situation, whether rested or not, they may act the same way. Gradually, they turn toward this dark side.

O’Neil’s (1993) path to entropy becomes even more important if this is true. Leaders must develop awareness for when anxiety, conflict and burnout creep in. When this happens, the not only need to observe but they need to resist negative actions – as they may have lasting effect on themselves and their team.

Ariely, D. (2010) The upside of irrationality: The Unexpected Benefits of Defying Logic at Work and at Home. New York: Harper

O’Neil, J. R. (1993). The Paradox of Success: A Book of Renewal for Leaders. New York: Penguin Putnam Books.

David Burkus is the editor of LeaderLab. He speaks, consults and serves on the faculty of management at Oral Roberts University’s College of Business.

Given my background is in business, I tend to think of leadership in a competitive context. In my CEO afterlife, I’ve pondered the inherent notion that business leadership is different than that of less competitive organizations such as academic institutes, charities, governments, or social associations. I’ve subsequently concluded that the disparity lay not within the type of organization one leads, but within the particular environment leaders find themselves. The notion is as simple as this: it is much easier to practice the tenets of good leadership when one is winning rather than losing, no matter what the game.

So to use a sports analogy, I ask you to consider the mindset of 2-14 coaches Jim Caldwell of the Colts and Hue Jackson of the Raiders as they neared the end of the 2011 NFL season. Now compare that mentality to that of the 49er’s Jim Harbaugh or the Packer’s Mike McCarthy. Harbaugh and McCarthy were having great seasons. They were winning, feeling confident, secure and staying the strategic course they’d developed, communicated and executed from day 1 of the season. Toward season’s end, there were several love-ins and group hugs on the sidelines. At the other end of the spectrum were Caldwell and Jackson, scrambling for a new course, a miracle maybe, but finding nothing but a guillotine to end their misery.

When you are losing, a change in plan is usually needed. A CEO leading a company on the verge of bankruptcy has to ditch the love-in and go into a crisis management mode. Leading and working in such environments can be awfully tough. Patience is not a virtue; nor is anyone’s job security. This doesn’t mean that leaders abdicate showing a way to the Promised Land. Clarity of purpose, strategy, and vision will never be more critical than in these situations.

In the leadership game, mental toughness and tenacity in hard times separates winners from losers. And it doesn’t matter whether you run a Fortune 500 company, a sports team or the local PTA.

Leadership Bloggers I follow:
Mike Myatt at http://www.n2growth.com/blog/
Dan Rockwell at http://leadershipfreak.wordpress.com/
Lisa Petrilli  at http://www.lisapetrilli.com/
Jesse Lynn Stoner at http://jessestoner.com/blog/
Susan Mazza at http://randomactsofleadership.com/
Wally Bock at http://blog.threestarleadership.com/
Ted Coine at http://www.tedcoine.com/

John Bell is a strategy consultant and former CEO of Jacobs Suchard (Kraft, Nabob). He is a contributor to Fortune magazine and a regular blogger at CEO Afterlife.