It rained cats and dogs for the four days we were together. I can’t recall ever having been so wet for so long. Eight people who had never met each other before crammed into a small tent. We cooked our food from rations and made audacious strategic plans by candlelight while trying to keep the coffee grains out of the rain puddles. We had paid to do this—serious money, in fact. It was a hardcore 4-day leadership training that we had signed up for.
The training consisted of solving a number of outdoor challenges in competition with other teams. The challenges to be solved where not the training as such—collaboration under adverse circumstances was the point of it all.
It's a long time ago—more than 25 years to be honest—but I can still recall lots of details. More than anything I can distinctly recall the other team members, despite the fact that I had never meet them before and have not seen them since. But from time to time one or the other will show...
Essentially, you're the instrument. How you decide to show up from situation to situation will determine how your relationships with other people are formed.
If you're the instrument, you will need to be aware of three things: your actions, behaviors, and conversations. At the end of the day, how you decide to mix and match these three will determine how successful you end up being in your roles as an FTM—or in any future management position for that matter.
In this blog post, you'll explore the first of these three key tools.
What you decide to do—or not to do—defines you in your managerial role.
Leaders who come across as trustworthy and powerful in the best sense of the words are the people whom you know you can trust to act on something when it's brought to their attention. In my view, they are powerful leaders.