In a previous Cowardly Leadership post, I talked about the “80-20 Rule,” also known as The Pareto Principle. Simply put, The Pareto Principle (named after Italian Economist Vilfredo Pareto) is also called “The Law of the Vital Few,” and says that 80% of the effects typically come from 20% of the causes. Great Leadership focuses on that 20%.
It is used often in referring to people in positions of effectiveness- 80% of the work comes from 20% of the people. Or 80% of the profits come from 20% of the products. And many more examples.
I Had A Dream
A few nights ago, I had a dream that deals with the Pareto Principle in a unique manner. It’s pertinent to share it as an example of Real Leadership.
I was in a staff meeting, surrounded by a management team. The part I remember was giving a pep talk to the team:
Your people will think they are giving 100%, but they aren’t. They are giving 80%. It is up to you, as Real Leaders, to identify that additional 20%. That’s what Leaders do.
I’m sure that’s not the exact speech (it was a dream, after all). But it’s true. Very, very few of us consistently give 100% at all times. Often, even when we think we are, we aren’t. We are relying on past experience, or the always comfortable “we’ve always done it that way” to make things easier.
Cowardly Leaders don’t care
Cowardly leaders focus on the organization. Their goal for the organization has nothing to do with maximizing the potential of their employees. It has everything to do with two things, and two things only:
- Making themselves as elected officials-or direct appointments of elected officials- look as good as possible;
- Giving the appearance that the organization is doing well and creating a facade of success.
Creating a culture of Real Leadership for their employees is not a priority. Often, mistreatment and abuse of employees is a result. Employees are tools, no more important than backhoes, shovels, and firetrucks. They are simply a means to an end.
Real Leaders Put Employees First
Real Leaders, on the other hand, understand that developing, nurturing, encouraging, and- many times- challenging their employees, is how an organization truly becomes great.
They understand that employees can give an extra 20%, and lead by example in order to advance the culture and mission of the organization. They can only do this, however, by focusing on the passion of the employees to do more in the job they already enjoy doing.
Identify that additional 20%. Focus on the employees. Set challenging, but reachable goals.
It’s another way you will separate yourself, and stand apart from cowardly leaders.
III-13
