| Excellent leadership is defined by excellent thinking. | | | | help ensure success on the next project when my |
| Words and acts of excellence are preceded by | | | | true colors will really show?Ed Zander chose his view |
| thoughts of excellence.Our minds are magnets. What | | | | when he took over as CEO of Motorola. His first |
| we focus on is what we get. Our thoughts and | | | | order of business was to turn around the $37 billion |
| beliefs have that much power. Think about it! We | | | | communications giant. To recover its excellence and |
| receive what we believe about leadership. This works | | | | its leadership in one of the fastest-moving markets |
| just as powerfully with negative thoughts as it does | | | | on the world's business horizon.What did this process |
| with positive thoughts.You might be asking, "How can | | | | require? A "nothing but excellence" level of |
| I be positive all the time when negative situations are | | | | commitment."One of my challenges at Motorola is to |
| a reality. They just show up in everyday life?"Yes, | | | | get this thing moving a heck of a lot faster than it is |
| bad things do happen and they sometimes "just | | | | today," Zander explained.Just a few years prior to |
| show up." Any leader would be hard pressed to | | | | Zander's appointment as CEO, red ink was gushing |
| remember a week when no curve balls were thrown. | | | | from every corporate pore and Motorola was |
| However, it is our interpretation that makes a | | | | headed for life support. Known for inventing the cell |
| situation negative. A surprise event or a challenging | | | | phone and a string of other major innovations in its |
| moment doesn't drag us down. The way we think | | | | 75-year history, Motorola had been struggling under |
| about what happens determines the ultimate | | | | the burden of older technology.Zander felt pressure |
| outcome.Like it or not, our thoughts and | | | | to "clean house" upon his arrival. He heard, "You |
| interpretations of people and events directly influence | | | | gotta come in and fire everyone and get your own |
| our beliefs, and ultimately, our leadership actions. | | | | team. It is easier if you bring in people you know." |
| Henry Ford once said, "Whether you think you can or | | | | Instead, his defining moment came when he decided |
| cannot, you're right." In other words, what we think | | | | to expect excellence from the existing leadership |
| is what we get.Hannah Teeter understands this. While | | | | team. With only a few exceptions, he kept the same |
| most girls were playing with dolls or getting ready for | | | | team and instilled a commitment to excellence in |
| their high school proms, Hannah, Olympic gold | | | | them and throughout the organization. Zander took |
| medalist in the half-pipe snowboarding event, was | | | | the more difficult and longer path to change, but |
| trying to keep up with her four older brothers. She | | | | building sustained, team commitment is like that . |
| learned whatever they were willing to teach her | | | | There's no shortcut or easy path.Even in the face of |
| about snowboarding, and they urged her to "push | | | | downsizing 60,000 of Motorola's 150,000 employees, |
| higher" and "go big."After standing atop the highest | | | | Zander stayed focused on the excellence that could |
| step on the medalists' podium in Torino, Italy, Hanna | | | | be. His next move was to jumpstart new technology |
| was interviewed by a television commentator. He | | | | and innovation that led to the company's rebirth: the |
| asked Hannah, "To what do you attribute your gold | | | | launch of the ultra cool and ultra thin Razr cell phone. |
| medal performance at the young age of 19?""My | | | | This was followed by its first iTunes-compatible cell |
| 'secret sauce,'" she said, "is my brothers, having great | | | | phone: the Rokr.Bottom line: Within two years of |
| parents and being able to stay positive about | | | | Zander's arrival, Motorola's revenues were up 28 |
| anything and everything that's come my way. | | | | percent and its financials had made the jump from |
| Keeping a positive outlook is definitely key to | | | | red ink to black.Deep commitment to excellence |
| success on a snowboard or in any | | | | never rests. So Zander isn't taking any time-outs any |
| competition."Hannah is right.An attitude of excellence | | | | time soon. He says he still has a couple of years of |
| is the secret sauce for today's successful leader. | | | | hard work ahead of him before the turn around is |
| Excellent leaders mentally reframe situations to help | | | | complete and he takes Motorola to the next level. In |
| their teams view challenges in a positive light - they | | | | the meantime, he's giving it his best and expecting |
| take a new picture. Facts are facts, but the view we | | | | the same from his team.At any moment during daily |
| take is our choice.Our experiences are much less | | | | leadership, we can fall victim to our own thinking. |
| important than how we choose to think about them. | | | | Self-doubt and fear are the enemies of leadership |
| Our interpretations of experiences either limit or | | | | excellence. Our commitments define us and our |
| enable our future success. Here's an example: a | | | | teams depend on us. The choice is ours. Think |
| mission-critical project you are leading has "promotion" | | | | excellence always!Author Lee J. Colan is a highly |
| written all over it, but it bombs. It's over budget, | | | | sought-after executive advisor and a leadership |
| past its deadline - the works. How we choose to | | | | expert.He has published six books including the best |
| interpret those facts is how we shape our future. | | | | sellers Sticking to It: The Art of Adherence and |
| Am I a failure, a poor leader who is maxed out and | | | | Passionate Performance.Learn more by visiting or |
| on the way out? Or am I a great leader in the | | | | calling 972-250-9989. |
| making who is learning some tough lessons that will | | | | |