 We’re constantly bombarded with a litany of articles, studies and discussions highlighting the generational differences in the workplace. These discussions often confuse and mislead readers by zeroing in on ‘key characteristics’ which supposedly define a generation while subtly stereotyping it at the same time. One of the topics that comes up often in these discussions is what makes for a good employee. This topic has permeated the business world for decades long before Gen-Z and Millennials entered the workplace over the last 10+ years causing a current day telenovela in the business world.
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 Butterflies, Nerves, and the Human ExperienceIt’s exhilarating, yet marginally terrifying! You’ve got butterflies in your stomach. Butterflies of excitement, or is it nauseous butterflies? These feelings, normal as they may be, describe two life experiences: job interviewing and dating. The butterflies of interviewing for a job are often characterized as the same response we get when we go on a date. They feel the same, seem the same and often produce the same outcomes because a job interview and a date are in fact one in the same. While that may seem like an unpopular parallel to draw stay with me a moment while I explain why dating and job interviewing is one in the same. Also, why it’s important to understand this similarity and how it impacts your experience and ability to land the job you're interviewing for.
 Are you an effective leader? If you answered ‘Yes’, how did you come to that conclusion? Did you base your answer off your company financial performance, goal achievement track record or your wonderful employee morale? What if Peter Drucker himself had an opportunity to review your leadership work, do you think he would come to the same conclusion? If by chance you are new to the philosophies and teachings of Peter Drucker I highly suggest taking some time to familiarize yourself with his works. Short and sweet – Drucker is considered the godfather of business leadership and is responsible for much of what we know today on how effective leaders work and operate. His works redefined leadership through the 60s, 70s and 80s and we still refer to his teaching on the daily today. What makes for an effective leader? Let’s ask Drucker himself. ‘The Effective Executive’, a leadership book for the times and originally published in 1967, provides eye opening insight on exceptional leadership in ways which broke the mold back then and continue to do so today. ‘The Effective Executive’ provides a straight forward, simplistic guide to “getting the right things done” for people in a leadership capacity. What I found amazing about this book is how relevant and simplistic Drucker’s advice is, even for today’s purposes 52 years later in a business world that is far different from when these thoughts were put to paper. So, what is it then that makes for an effective leader? All too often I find people enjoy making the topic of leadership how-to’s overly complicated. Maybe they do that to sell more books or to justify their new and insightful leadership methodology. For me, I’ve found the more simplistic something is the better chance I have in understanding it, implementing it and continuing to act on it as a new habit. Drucker’s approach to leadership success and effectiveness is simplicity at its best. He identifies the following five core competencies successful leaders should have as a part of the fabric that guides them through their daily work:
Humbly, I’d like to offer up a 6th leadership core competency to add to Drucker’s list:
While this list may seem incredibly simple, I can tell you from personal experience it’s anything but that. Often times the most simplistic things in life can be the most difficult to master. Why? Because it takes discipline. Though these concepts may be easy to understand, the difficultly comes in the form of holding oneself accountable to doing it above all other things. That’s the tough part! “Intelligence, imagination and knowledge are essential resources [for a leader], but only effectiveness converts them into results.” – Peter Drucker Being disciplined to doing the right thing at the right time is certainly easier said than done. So much so that Drucker identifies that the number one reason for leadership failure is the inability or willingness to change with the demands of and expectations of the new job. Key Take Away: The leaders’ who are willing to change and adapt while being disciplined to doing the right things at the right time are the ones that will be the most effective. Action Item: Read Drucker’s book ‘The Effective Executive’. Regardless of your job title the insight you’ll gain from his timeless approaches to leadership is worth every minute you spend reading it.  |
About the AuthorTravis Smith is the founder and managing director of Square-1 Engineering, a medical device consulting firm, providing end to end engineering and compliance services. He successfully served the life sciences marketplace in SoCal for over 15 years and has been recognized as a ‘40 Under 40’ honoree by the Greater Irvine Chamber of Commerce as a top leader in Orange County, CA. |
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