Lessons in Leading from an Unlikely Source

Leadership lessons from a safari in the bush? National Preparedness Leadership Initiative director Eric McNulty offers creative and useful insights from a trip through a South African game reserve. He reminds us that, “Too few executives understand the potential power of framing strategy as a series of quests. Instead, managers often set targets for revenue and profit devoid of a larger purpose, which focuses short-term attention at the expense of long-term commitment.” 
Read his three observations at What I Learned About Leadership in the Bush.

Culture is most visible in behavior

Shared beliefs and mutual values should translate into distinct behaviors that drive results. Forbes contributor George Bradt reminds us that, “Culture is the only sustainable competitive advantage. But if all you do is sustain your culture, your relative advantage erodes over time.” Forbes: Corporate Culture

The culture of an organization is not defined by a well-written vision or culture statement neatly framed and hanging in the corporate lunchroom. An organization’s culture is defined by the behaviors exhibited by leaders in their daily decisions about how to allocate the resources of the company. In a moment of crisis, instinctive behavior will usually win over espoused ideals.

Failing Your Way to Success

business man writing business strategy concept

Fast Company co-founder Bill Taylor reminds us, “In a world defined by hypercompetition and intense pressure, where business breakthroughs and career advancement demand a willingness to take risks and defy convention, the notion that any person can achieve meaningful success without experiencing setbacks and disappointments seems hopelessly naïve. A willingness to chronicle your failures helps to create the kind of resilience that allows you to get beyond them.”