In 1776, the colonists in the British American Colonies were unhappy. So unhappy, that they formed a Continental Congress which suggested Declaring Independence from Great Britain. 56 men signed the document, and in doing so publicly announced that they were declaring treason on Great Britain.

That is bold.

Most of them lost their families and many lost their fortunes, largely because of that decision and the decisions that followed.

That is bold.

But none were bolder than John Hancock, who signed his name largely and proudly on that document — a signature that became so famous that his name is now used to denote a signature in the United States.

Bold.

I could site other historical examples, but I cite Hancock because today is the anniversary of his birth.

Today, much is made, correctly I might add, of the leader who strives for consensus, who engages his employees, who, it could be said, leads from the group. There is great value in these leadership talents and behaviors, yet they led to a potential risk as well.

When all decisions are made or confirmed in meetings, when everyone has a say in every situation, you will almost always get safe, conventional, traditional decisions. You won’t get boldness.

Someone has to say, “Enough negotiating, we need to declare independence.”

Someone has to say, “We aren’t going to make a better horse carriage, we are going to make an automobile.”

Someone has to say, “People will want the internet on their phone.”

Someone has to say, “It is time for a new direction, a new vision, it’s time for something bold.”

This is a part of the leader’s role. If you aren’t willing or feel unable to make a bold statement of vision or to decide on a new course of action, you aren’t leading.

Does that mean the best leader is an autocrat, relying solely on their own vision, bombastically making bold decisions every day?

Not at all.

Salt makes your food taste better, but that doesn’t mean you keep putting more of it on (at least if you want to eat the food).

Boldness must be included in your leadership style and approach, and it will be most effective and valued when it is a balanced part of who you are as a leader.

Ways to exercise your boldness are for another day and another article. For today, consider these five questions:

What was my last bold act, decision or statement as a leader?

When was that?

How comfortable was I with that action?

What results came from it?

What do my answers to those questions teach me about my future?

And finally, for today, consider Mr. Hancock, who was not only willing to sign, but sign proudly, largely, and boldly.

What bold thing will you do today?

Visit Kevin Eikenberry at http://blog.kevineikenberry.com/

Another great one from Dan Rockwell:  Leadership Freak ….

10 Strategies to Fix the Reason You’re Stuck

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Waiting is the reason life hasn’t changed.

Waiting seldom takes you where you want to go. You aren’t where you hoped because you haven’t taken steps to get there; you’ve waited.

The path to disappointment and dissatisfaction is paved with waiting.

Why we wait:

1. Expecting giant leaps.
2. Rejecting incremental progress.
3. Forgetting that certainty is a myth. Needing it stagnates.
4. Letting obstacles obscure goals.
5. Hoping others would help but they didn’t.
6. Feeling alone.
7. Feeling incompetent.
8. Belief that things will eventually improve.
9. Fear of losing what you currently have.
10. The present isn’t painful enough, yet.

Start stepping toward something new when:

1. The present is acceptable but not satisfying.
2. Challenges have slipped into easy rhythms.
3. Boredom sets in.
4. New opportunities emerge.

How to stop waiting:

1. Project yourself into an unchanged future. If nothing changes will you be fulfilled ten years from now?
2. Realize nothing will change until you change it. Don’t wait for others to create the “right” conditions.
3. Spend a day writing down every dissatisfying element of your life.
4. Cross off everything on your dissatisfaction list that others control.
5. Prioritize the items you control starting with the most dissatisfying.
6. Focus on items in the middle of your list. Don’t start with the biggest, baddest items.
7. Take small steps toward something new.
8. Stop letting uncertainty about the “best” future prevent from pursuing a “better” future. Better comes before best so go for better.
9. Take steps that open more doors than they close, at least in the beginning. There may come a point when closing doors is the more important than opening new ones.
10. Pat yourself on the back.

Four Words:

Stop Waiting – Take Steps.

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How can people know when they should begin changing things?

What can people do to step toward a preferred future?

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Visit Dan Rockwell at http://leadershipfreak.wordpress.com/

I read a lot of blogs on leadership and management.  Dan Rockwell:  Leadership Freak, is one of my favorites!

How to Let Go without Giving In

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The problem is you won’t let go. You’re the victim of too much perseverance.

Organizations grow when new competent talent steps in.

7 reasons letting go challenges longstanding leaders:

1. Identity: Who am I after I let go?
2. Confidence: Will I perform as well?
3. Ability: Can I learn new skills and behaviors?
4. Uncertainty: How will new leaders perform? There are no guarantees new people will perform. In the short-term they may not do as well as long-termers.
5. Place: Where’s my place in these new patterns?
6. Meaning: Are new roles fulfilling and meaningful?
7. Preparation: How has new talent been prepared for new leadership roles? Lack of leadership-development may be the number one reason leaders won’t step back so others can step forward.

You must:

Letting go isn’t optional – organizational success demands it. New talent produces new perspective, innovation, fresh vitality, and forward momentum.

You can’t:

You can’t step away even though you must let go. Bringing on new talent is never exemption from your leadership-responsibility.

8 ways to let go without giving in:

1. Attend fewer meetings.
2. Coach, mentor, and train new leaders. Privately prepare new leaders to lead the meetings you led. Guide the process, enhance their skills, and let them run.
3. Talk less ask more.
4. Talk values with new leaders before ventures. Values-alignment anchors safe, stable environments.
5. Suggestions become imperatives. Your casual suggestions, even if you aren’t leading the meeting, become company policy. Make fewer suggestions. Explore the suggestions of others.
6. Conduct after-action meetings with new leaders.
7. Expect reports; create accountability.
8. Celebrate progress.

Bonus: Jim Collins’ research suggests that promoting from within is more effective than bringing in outside talent.

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How can leaders step back without stepping away?

What are the dangers when leaders let go?

Visit Dan Rockwell at http://leadershipfreak.wordpress.com/