| I have studied literature in leadership and spirituality and | | | | be admired, what lasting value are you creating? |
| have found a common thread. The common thread is | | | | Would others do well to follow the example you set? |
| this: if you want to be successful and fulfilled you need | | | | Does your example inspire others to express their |
| to keep your ego in check. | | | | own greatness? |
| The ego is that part of us that is always asking: "But | | | | A recent book, Made to Stick (Heath and Heath), |
| what about me?" or saying "Look at me!" The lesson | | | | mentions studies that have shown that people who |
| I've found in these fields of study and in my own life is | | | | listen to a charismatic speaker often can't remember |
| that when we focus on our ego needs we can, at | | | | anything the speaker said. Speakers who were |
| best, create a temporary success. Often our ego gets | | | | memorable, that is, their message stuck, were able to |
| in the way, creating pain and suffering. If we want to | | | | connect with their audience through anecdotes and |
| build a good life, a good company, or a good | | | | well structured messages. |
| relationship, we need to take the focus off our | | | | It is the ego in us that has us placing premium value on |
| individual need to win, to be right, or to receive the | | | | egocentric personalities to lead us and be our models. |
| glory. | | | | Data and experience suggest that we might better |
| Jim Collins, author of Good to Great, did extensive | | | | focus on doing what we do well. It suggests that we |
| research to find companies that achieved greatness. | | | | might focus our attention on building up others, |
| He found companies that had been mediocre for | | | | mentoring, and helping them. It suggests that the playing |
| years and then became great companies, creating a | | | | field may be more level than we thought, that anyone |
| sustainable success. These companies outperformed | | | | can build success if they can step outside of their ego |
| their competitors several times over. Collins found that | | | | and do something well. Charisma and attractiveness |
| all of the leaders of these great companies | | | | are as much liabilities as they are assets. |
| demonstrate "a paradoxical blend of personal humility | | | | Humility, channeling one's energy in to something bigger |
| and professional will. They are somewhat self-effacing | | | | than the self, cocreation, clear focus, and |
| individuals who deflect adulation, yet who have an | | | | connectedness to others--these are all traits that fall |
| almost stoic resolve to do absolutely whatever it takes | | | | into the realm of spirituality. These traits don't seem to |
| to make the company great, channeling their ego | | | | fit with today's idea of great leadership--the swash |
| needs away from themselves and into the larger goal | | | | buckling, egotistical, celebrity who swoops in and saves |
| of building a great company." | | | | the day, the superstar athlete, or the charismatic |
| These leaders, according to Collins, look in the mirror, | | | | speaker. Yet, we see that the true winners of today, |
| directing their attention to themselves when problems | | | | the highly successful leaders, possess these traits. |
| arise. They take full responsibility. When successes | | | | If you are a leader, focus on leading well. Don't make |
| occur they look out their window, directing praise and | | | | the organization dependent on the force of your |
| credit to those who serve with them. These leaders | | | | personality, but create systems and structure that |
| work in concert with other leaders to cocreate a great | | | | promote success and well-being. When we shift our |
| organization. (References to Jim Collin's work found in | | | | focus from looking good and self glorification to serving |
| the article, "The Misguided Mix-Up of Celebrity and | | | | well, and to doing the best possible work, we create |
| Leadership" found at in the articles section) | | | | organizations, products, and services that are both |
| In 1978, in Superbowl XXII, the highly touted Denver | | | | great and sustainable. You probably aren't going to get |
| Broncos football team were beaten by the Dallas | | | | rid of your ego anytime soon, but you will need to |
| Cowboys. The Cowboys played with precision and | | | | transcend it often if you want to be truly successful in |
| focus, executing plays that were impossible to defend. | | | | what you do. |
| After the game, one of the Broncos said: "Dallas beat | | | | Did you find this article useful? For more useful tips |
| us because we were focused on winning, and they | | | | and hints, points to ponder and keep in mind, |
| were focused on football." The ego wants to win, but | | | | techniques, and insights pertaining to credit card, do |
| a focus on winning has us forgetting what it takes to | | | | please browse for more information at our websites. |
| get there. True winning comes from playing the game | | | | <a rel="nofollow" |
| well and playing it as a team. | | | | onclick="javascript:pageTracker._trackPageview(' |
| Today we have many celebrity CEO's, authors, actors, | | | | outgoing/article_exit_link');" href=" |
| athletes, politicians, and TV personalities. Fame, rather | | | | "> |
| than being a result of doing something well, is often an | | | | </a> |
| end in itself. There is nothing wrong with fame. The | | | | <a rel="nofollow" onclick="javascript:pageTracker. |
| question is, if you are seen as a leader, as someone to | | | | |