Catalyst One Day Session 2: Andy Stanley – Whens Leaders Do Less, Leaders Do More

I am live blogging at Catalyst One Day in San Diego. The theme for 2015 Catalyst One Day is “What Great Leaders Do.”

Introduction

Myth 1: Good leaders are “good” at everything.

Myth 2: Good leaders focus on their weaknesses in order to make them strengths.

1. Your fully-exploited strengths, not your marginally improved weaknesses, add the most value to your organization.

2. It is natural and necessary for leaders to try to “prove themselves” by doing everything.

3. What may initially be natural and necessary will ultimately undermine your effectiveness as a leader.

I. The Two Best-Kept Secrets of Leadership

A. The less you do, the more you accomplish.

B. The less you do, the more you enable others to accomplish.

The target: Only do what only you can can do.

II. When We Don’t Lean into Our Core Competencies

A. Our effectiveness is diminished.

  • When we do things we don’t do well, things don’t go well.

B. The effectiveness of other leaders in our organization is diminished.

C. The ability of the organization to recruit and keep leaders is diminished.

III. Why We Miss This

A. We buy into the well-rounded myth.

B. We fail to distinguish between authority and competence.

C. We aren’t aware of our own strengths and weaknesses.

D. We feel guilty delegating things we don’t enjoy.

E. We haven’t taken the time to develop other leaders.

  • Leadership is not primarily about getting things done “right.” It’s about getting things done through other people.

IV. Two Unexpected Outcomes

A. Personally, you will find it much easier to establish and maintain a sustainable pace.

  • Stress is often related to what we are doing, not how much we are doing.

B. Corporately, your organization will reflect your strengths but not your weaknesses.

V. Getting Started

Discovery Questions:

  • What do you do that is almost effortless from your perspective but seems like a daunting task to others?
  • In what arenas do people consider you the “go to” person?
  • What facets of your job energize you?
  • What do you wish you could stop doing?
  • What organizational environments are you drawn to?
  • What environments do you avoid?

Discovery Project: Develop an ideal job description.

Conclusion