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