REALIZE SUCCESS BY CELEBRATING THE ACCOMPLISHMENTS OF OTHERS

Much can be accomplished IF you do not care who receives the credit.  Though it is human nature to want recognition for successfully implementing an idea, an individual evolves from “doer” through “manager” to “leader” when he or she realizes that being responsible for something and achieving the results that one wishes is often more important than receiving credit for its accomplishment (or making sure that someone else receives the “blame” if something does not work out as hoped for and planned).

 

Any relationship will be strengthened by actively engaging in cooperative reasoning – openly discussing all possibilities before acting to bring to fruition one person’s desires without at least uncovering and exploring the thoughts of another.  Originating alternative ideas or concepts is critical to initiate change as time spent engaging all effected by a decision (even if their thoughts and ideas are not directly acted upon) can make the implementation of change more effective (when the “doers” are empowered to act so that the “dreamers” can more freely innovate).  Successful leadership reveals itself when the originators of ideas internalize the reality that they do not need to receive accolades for their thoughts – even if the “doers” receive credit for their performance in bringing ideas to fruition they would never have acted upon had a new idea or direction not been brought to the surface by a “dreamer.”  We far too often try to pull everyone in the direction we want to go or step over those that appear to be in our way rather than lifting those around us up and rising to the top upon their shoulders as we seek new processes, destinations and results together.  On the opposite extreme, some inexperienced leaders attempt to “overly involve” those around them in the “germinating” process hoping that great ideas will grow from a collective seed – failing to recognize that “too many cooks can spoil the broth.”  Sometimes we must determine what is appropriate to share so that “group-think” can occur while recognizing that decisions must be made and/or direction established (often singularly) so that collective action can take place (allowing the group to take the credit).

 

We unleash the potential of those around us to create change when we formulate an idea then communicate the results we wish to accomplish to those that implementing the change, allowing them to consider alternative paths that could be taken, rather than dictating what must be done AND how we expect it done.  Ordering another to accomplish a specific result MAY lead to a desired solution but often provides an excuse as to why something did not happen rather than a celebration about what did occur.  We create dependency in relationships and minimize autonomy (and independent thinking) when we tell others what to do and when to do it rather than simply defining our goals and monitoring progress towards their accomplishment.  Growth or success beyond that which one has already achieved cannot occur until a leader equips those around him or her with tools that prepare them for independent actions and a confidence that mistakes will be viewed as learning experiences rather than used to generate discipline.

Great leaders originate ideas, communicate expectations then get out of the way while constantly considering alternatives as they monitor the progress of those left to accomplish their initiatives.  Innovators are rarely around when the tasks they initiate are completed because they have built teams that can act independently and communicate openly thereby freeing themselves to focus on other opportunities so they may not be in a position to receive direct recognition for activities that produced results.  Leaders celebrate in the accomplishments and successes of their teams, recognizing that great rewards will ultimately come to those who can selflessly initiate change and deliver results.

Those focusing upon receiving credit for their ideas often lose sight of their long-term objectives and fail to meet their ultimate goals.  To achieve greatness, seek it within the accomplishments of those that you lead.  Leverage the capabilities of those you have equipped to act upon their ideas – that you have provided the confidence to move forward and given permission to learn from their failures – rather than limiting your potential to those things you can accomplish on your own.  Find your full potential as you lead others through their darkness and they will help to light your way as they begin to find themselves.  Make yourself too valuable to replace and you may find that you have nowhere to go as nobody else can do what you have done.