I was drawn to your post by an interest in embedding a top-down risk management philosophy at my company . I’ve been operating a small business for five years now, and I’ve found that as an owner/operator I can instill good practices in my employees if I demonstrate genuine interest in them personally. I demonstrate this by organizing meetings to discuss our risk processes, ask pointed risk-related questions, and empower and reward individuals for taking a risk analysis initiative. I think its been an effective mesh of leadership abilities with management processes.

Cheers!

As usual, a wonderfully thought out and pertinent post. I get two dominant themes from your ALIGNED concept. The first is that you recognize the importance of taking a systems approach to leadership, i.e. attuning oneself to the rhythm (if you will) of the group you are working with and recognizing a one size fits all approach is counter-productive. The other goes hand-in-hand, and that is the clear recognition of the value of emotional intelligence; a sensitivity to the situation and the personalities, skills, and desires of the members of your organization.

With respect to your final point, I have never been in a position of formal leadership, i.e. as a manager with people reporting to me directly. I have, however, asserted myself as a leader in numerous situations and, as a Project Manager, have had to lead the performance of many teams. The leadership philosophy of many of us at PWR was “lead from where you are”. You don’t have to be “made” a leader. In fact, some of the best leaders are not formally placed in their positions. They just naturally effervesce and float to the top!

Great post! Thanks for sharing your lessons learned through hard nocks. Sharing your early difficulties gives much credibility to your points. I retweeted this one.

Chris