The Great and the Good

The upper echelon of leadership is occupied by relatively few people. Admittance to this club requires the candidate to do a couple of things. One of the things it requires is a certain type of bravery. The candidate must have said “no” to a potentially lucrative initiative. An initiative so enticing, other people in the organization raise their eyebrows in disbelief when the no-go decision is shared. An initiative so alluring, that someone with organizational power seeks an explanation. The reason it was declined? The initiative was too far removed from the organization’s primary mission. And, the candidate knows that initiatives that run down rabbit trails steal money, time, and attention from other initiatives that are better aligned. To focus on the great means we must set aside the merely good.

by Jonathan Wilson

Jonathan is the Head Coach at Sandcastle Company, a Seattle-based leadership training organization. His first book, Future Leader: Rebooting Leadership to Win the Millennial and Tech Future [link], is now available. Jonathan regularly writes and speaks about The New Leader Way, leadership resilience, and the future of work. He has years of leadership experience in both the public and private sectors, a master's degree from Seattle University, and professional coach training from the University of Miami.

Filed under: Leadership

Published on August 28, 2018

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