| Excellent leadership is defined by excellent thinking. | | | | and on the way out? Or am I a great leader in the |
| Words and acts of excellence are preceded by | | | | making who is learning some tough lessons that will |
| thoughts of excellence. | | | | help ensure success on the next project when my |
| Our minds are magnets. What we focus on is what | | | | true colors will really show? |
| we get. Our thoughts and beliefs have that much | | | | Ed Zander chose his view when he took over as |
| power. Think about it! We receive what we believe | | | | CEO of Motorola. His first order of business was to |
| about leadership. This works just as powerfully with | | | | turn around the $37 billion communications giant. To |
| negative thoughts as it does with positive thoughts. | | | | recover its excellence and its leadership in one of the |
| You might be asking, "How can I be positive all the time | | | | fastest-moving markets on the world's business |
| when negative situations are a reality. They just show | | | | horizon. |
| up in everyday life?" | | | | What did this process require? A "nothing but |
| Yes, bad things do happen and they sometimes "just | | | | excellence" level of commitment. |
| show up." Any leader would be hard pressed to | | | | "One of my challenges at Motorola is to get this thing |
| remember a week when no curve balls were thrown. | | | | moving a heck of a lot faster than it is today," Zander |
| However, it is our interpretation that makes a situation | | | | explained. |
| negative. A surprise event or a challenging moment | | | | Just a few years prior to Zander's appointment as |
| doesn't drag us down. The way we think about what | | | | CEO, red ink was gushing from every corporate pore |
| happens determines the ultimate outcome. | | | | and Motorola was headed for life support. Known for |
| Like it or not, our thoughts and interpretations of people | | | | inventing the cell phone and a string of other major |
| and events directly influence our beliefs, and ultimately, | | | | innovations in its 75-year history, Motorola had been |
| our leadership actions. Henry Ford once said, "Whether | | | | struggling under the burden of older technology. |
| you think you can or cannot, you're right." In other | | | | Zander felt pressure to "clean house" upon his arrival. |
| words, what we think is what we get. | | | | He heard, "You gotta come in and fire everyone and |
| Hannah Teeter understands this. While most girls were | | | | get your own team. It is easier if you bring in people |
| playing with dolls or getting ready for their high school | | | | you know." Instead, his defining moment came when |
| proms, Hannah, Olympic gold medalist in the half-pipe | | | | he decided to expect excellence from the existing |
| snowboarding event, was trying to keep up with her | | | | leadership team. With only a few exceptions, he kept |
| four older brothers. She learned whatever they were | | | | the same team and instilled a commitment to |
| willing to teach her about snowboarding, and they | | | | excellence in them and throughout the organization. |
| urged her to "push higher" and "go big." | | | | Zander took the more difficult and longer path to |
| After standing atop the highest step on the medalists' | | | | change, but building sustained, team commitment is like |
| podium in Torino, Italy, Hanna was interviewed by a | | | | that . There's no shortcut or easy path. |
| television commentator. He asked Hannah, "To what | | | | Even in the face of downsizing 60,000 of Motorola's |
| do you attribute your gold medal performance at the | | | | 150,000 employees, Zander stayed focused on the |
| young age of 19?" | | | | excellence that could be. His next move was to |
| "My 'secret sauce,'" she said, "is my brothers, having | | | | jumpstart new technology and innovation that led to |
| great parents and being able to stay positive about | | | | the company's rebirth: the launch of the ultra cool and |
| anything and everything that's come my way. Keeping | | | | ultra thin Razr cell phone. This was followed by its first |
| a positive outlook is definitely key to success on a | | | | iTunes-compatible cell phone: the Rokr. |
| snowboard or in any competition." | | | | Bottom line: Within two years of Zander's arrival, |
| Hannah is right. | | | | Motorola's revenues were up 28 percent and its |
| An attitude of excellence is the secret sauce for | | | | financials had made the jump from red ink to black. |
| today's successful leader. Excellent leaders mentally | | | | Deep commitment to excellence never rests. So |
| reframe situations to help their teams view challenges | | | | Zander isn't taking any time-outs any time soon. He |
| in a positive light - they take a new picture. Facts are | | | | says he still has a couple of years of hard work |
| facts, but the view we take is our choice. | | | | ahead of him before the turn around is complete and |
| Our experiences are much less important than how | | | | he takes Motorola to the next level. In the meantime, |
| we choose to think about them. Our interpretations of | | | | he's giving it his best and expecting the same from his |
| experiences either limit or enable our future success. | | | | team. |
| Here's an example: a mission-critical project you are | | | | At any moment during daily leadership, we can fall |
| leading has "promotion" written all over it, but it bombs. | | | | victim to our own thinking. Self-doubt and fear are the |
| It's over budget, past its deadline - the works. How we | | | | enemies of leadership excellence. Our commitments |
| choose to interpret those facts is how we shape our | | | | define us and our teams depend on us. The choice is |
| future. Am I a failure, a poor leader who is maxed out | | | | ours. Think excellence always! |