This is the second article of an ongoing series by Rick Loy, titled “Your Personal Leadership Philosophy Anchors You and Your Team.”

 

In the first article in this series, we talked about what a personal leadership philosophy is and the importance of having one. In this second article, we will dig into how to develop your own personal leadership philosophy.

This is far more than an intellectual exercise. The fact is, in many respects, you’re stating who you are, what you believe and how you will live, behave and lead. To borrow a phrase for a long-time mentor, you’re beginning to “design your life” intentionally, on purpose. Being a true leader is far more than something you do; it is who you become as you learn, grow and live out your leadership philosophy.

It’s a simple process. Yet it …

• Requires introspection and decisions  
• Demands extreme ownership of the philosophy, along with self-accountability 
• Tells those around you what they can expect from you  
• Tells those around you what you expect from them

You’ll create it by simply writing down YOUR answers to the following groups of statements. Remember, this is yours … from your heart, head and values. It’s not what you think others would approve or disapprove; it is uniquely yours. That’s the key.  Ready?

 

Group 1: Core Personal Decision/Desire Statements

Fill in the blanks.

Suggestion: List the first 3 words/phrases/values that come to mind for each statement. You may have more than 3.

1. In life, I will always __________, __________, and __________ ; they are my values.
   –>
   Examples: Be truthful in all matters; regularly seek wise counsel; embrace full responsibility for my life
2. In life, I will never __________, __________, or __________; these are non-negotiable.
   –>
   Examples: Participate in deception/manipulation; remain silent in the midst of injustice; make decisions on the basis of expediency
3. In life, I hope to help others by __________, __________, & __________.
   –>
   Examples: Respecting them; equipping them; empowering them to achieve
4. When others encounter me, I want them to sense my  __________, __________, &  __________ .
   –>
   Examples: Authenticity; openness; integrity

      

Group 2: External Reality Statements

Fill in the blanks.

Suggestion: List the first 3 words/phrases/values that come to mind for each statement. You may have more than 3.

1. I hope to be known by others as a person of __________, __________ & __________.
   –>
   Examples: Consistent character; values that I practice; an open heart
2. The first things my team thinks when they see me are ___________, __________, & __________.
   –>
   Examples: I’m safe here; I’m valued here; I’m challenged here
3. They will think these things because they know I am __________, __________, & __________.
   –>
   Examples: An advocate for them; an accountability partner; a “by example” leader
4. Others will come to trust me because they will see my __________, __________, & __________.
   –>
   Examples: My words and actions match; I listen carefully to their feedback; I make decisions and move forward

 

Group 3: Strengths I Bring; Help I Will Need

Fill in the blanks.

Suggestion: List the first 3 words/phrases/values that come to mind for each statement. You may have more than 3. 

1. I bring high-value to my team when I work in my strengths. My true strengths are __________, __________, & __________.
   –>
   Examples: Leading with informed courage; empowering others to lead; addressing issues as they arise
2. I am competent and can contribute in the areas of __________, __________, & __________.
   –>
   Examples: Strategic planning/priorities; corporate culture development; reinforcing corporate mission/vision
3. I will look to the strengths of others (their counsel, ideas and help) in the areas of __________, __________, & __________.
   –>
   Examples: IT structure/decisions; product/science matters; inventory forecasting

 

Group 4: What My Team Can Expect from Me; What I Will Expect of Them

Fill in the blanks.

Suggestion: List the first 3 words/phrases/values that come to mind for each statement. You may have more than 3.

1. I expect these characteristics/behaviors of myself: __________, __________, & __________.
   –>
   Examples: Extending demonstrable/authentic respect for every member of the team; providing as much information as I can as quickly as I can; empowering the team members to own their responsibilities
2. I place great value in these traits/behaviors in my efforts to lead: __________,__________, & __________.
   –>
   Examples: Absolute honesty in every situation; an environment wherein everyone has the freedom to speak/feedback; continuing growth in emotional intelligence
3. I expect my team to demonstrate support of my leadership by __________,  __________, & __________.
   –>
   Examples: Reporting/owning errors/mistakes as quickly as possible so that we can solve the issue together; when decisions are made they are fully embraced and executed with energy; willingness to go the “extra mile” on occasion with a pleasing attitude
4. Things I do not accept from team members: __________, __________, & __________.
   –>
   Examples: Disruptive disrespectful behavior; sexual harassment in any form; hidden agendas and ulterior motives

 

Group 5: Summary Statements Affirming and Amplifying Groups 1-3 Above

Write as many sentences you choose to flesh out your thoughts on the Decision/Desire responses, the External Reality responses, and the Strengths I Bring/Help I Need responses. This is for your eyes only now; be as “real” as you want; write what you deeply feel. No editing yourself; just let it flow.  

Three additional recommendations for you …

1. Go back and put your responses to each group/question in a rank-ordered priorities list. What’s your absolute #1 in terms of its value to you? Then,  your #2, and so on. Only one thing can be number one; be clear what the hierarchy of the values/beliefs is for you.
2. Establish a routine of reviewing your responses daily, until they are who you are versus what you’ve written.
3. To be intentionally repetitive, keep it with you and easily accessible all the time; perhaps in the notes section of your smartphone. Let is be a guide, reminder, encourager and support, especially in stressful times.

Hopefully, you’re feeling more and more clear, empowered and emboldened about your leadership role. And that is the entire point! You have the framework in place. You likely will adjust some things as you go/grow over time, yet most of the core values/beliefs and principles are likely to remain as integral parts of your personal leadership philosophy. This is an important day for you!

 

You’ve Created Your Personal Leadership Philosophy … NOW WHAT?

That is a very important question; it merits careful consideration.  

There are many things you could do with your personal leadership philosophy, and over time you may do them all. Yet, this is a “marathon, not a sprint;” measured steps are likely the best course. Here are suggested steps, in a sequence that may be absorbable and executable for you now:

• Process and Reflect on Each Section
  Give yourself time to process all you’ve seen, thought, written and felt to this moment. Make time to reflect, confirming each component part, and forming them together into a solid foundation that resonates in your heart and head. Grow so certain of it that you can explain it, defend it, and confidently share it with others. It may take hours, days or weeks; the goal is an inner certainty and resolve that this is your pathway for excellence in leadership.

• Get a Rough Draft In Front of Close Friends
  Share it in detail with a trusted, wise friend. Dr. Ken Blanchard calls them “trusted truth tellers;” ones who are truly with and for you and genuinely care about you.  Have a conversation. Seek feedback; it likely will hone, refine and deepen your sense of ownership and strength in what you’ve chosen.

• Share With Your Team
  When you own it with a deep commitment, share it with your team. These will be important moments for you and for them. Authenticity, transparency and certainty are import here; those traits draw others close and can surely deepen trust. Don’t rush; give time for the team to ask questions and gain understanding. This could be the basis for a substantive change in how the team as a whole works together; it’s worth the time.

• Bring Up Your Philosophy Consistently
  Find creative ways to affirm your philosophy regularly with your team. One simple way would be to take a few minutes in every regularly scheduled team meeting and highlight/discuss one component of the philosophy. Talk together as to how it’s practiced, what impact it has, and why it matters short/longterm. Be creative.

• Ask Your Team to Create a Team Leadership Philosophy
  Over time, ask the team to create their team leadership philosophy, with yours as a model. As they engage in this, they likely will buy-in to the concepts more deeply; it becomes a source of pride and a deepened commitment to excellence.

• Ask Team Members to Create Their Own Leadership Philosophy
  Consider asking each team member to create their own personal leadership philosophy. Wouldn’t it be a huge positive to have team members owning their own commitments to who they will be and what they will/will not do? Is it possible all this could begin to create or recreate a culture that is exceptional?

 

A Closing Thought …

Taking ownership of your life and future is a privilege. Some say it’s an obligation. It’s both. Yet, like so many other things, it is a choice … to engage in a process …accompanied by disciplined and honest thought … followed by decisions … demonstrated inconsistent behaviors … leading to successes … creating new possibilities that may never have existed otherwise.  

Developing your personal leadership philosophy isn’t the sole factor in all that, to be sure. But, to be sure, it is a clear signal that you are ready/willing to stretch yourself to become more than you have been to date. Send that signal to your world!

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About Rick Loy

With over 20 years as a Senior Executive for one of the nation’s leading direct selling companies, Rick Loy brings a wealth of knowledge and experience to Strategic Choice Partners.

From 1998 through 2019, Rick led the sales, training and field development efforts at AdvoCare, establishing what has long been revered as one of the most comprehensive Distributor training strategies in direct selling. Rick also served on the board of the Direct Selling Education Foundation for three years.

Learn more about Rick on his bio page, and contact us at info@strategicchoicepartners.com if you’d like to discuss how Rick and SCP can help your company.