When it’s only you, then you can be very flexible – do what you want to do when you want to do it. (not really true, but many solo entrepreneurs experience the world this way) Once you get a team ( for this discussion, 2 or more people), then the status changes. You must then plan the scope and sequence of the work.

Many leaders of major companies treat their systems and processes like the company is small – making dramatic changes and starting the change right away – planning the day on the fly – running meetings but the seat of their pants – just making autocratic decisions and not utilizing project teams or work centers for multi-tasking and working on multiple priorities, just to name a few.

If you want a big company, then develop systems that support the opposite of the situation describe above.

Effective leadership inspires effective work from those whom you lead. The output of the team is in direct proportion to the clarity of their vision about roles, responsibilities, and functions as a team.

TIP: If you don’t like to have your time wasted, then respect the time of those whom you lead by developing systems to achieve maximum results from your great teams.

TIP: Do not let anybody steal your dream. Communicate your vision clearly to your team and inspire excellence in execution. Get the best players and expect the best results. Do not give up and do not let the team give up. You will win.

Perfection paralysis is a condition that keeps many leaders from obtaining their best results. You may know someone or it may be you that is guilty of making sure everything is perfectly in place before taking the first step to implement a goal.

When Napoleon Hill interviewed Andrew Carnegie he captured the quote from Carnegie, “Any idea that is held in the mind and is emphasized, that is either feared or revered, will begin at once to clothe itself in the most appropriate physical form available.” Hill discovered that the most successful Americans that Carnegie introduced him to had many things in common – one key factor stands out – they all set specific goals and began to move toward the goal without having to figure out all the details.

Foundations is about clarity in your vision and specificity on your goals. It does not, however, mean that you must plan until you run out of energy and time to implement your goal. Define the goal and then begin at once to move toward completion of that goal.

TIP: Consider perfection to be the enemy of good. Perfection might just keep you from ever achieving your goal. It’s is worth it?

Build a strategy beginning with your core values, your vision and mission, and your long-term strategic objectives.

You’ve got to think about “big things” while you’re doing small things, so that all the small things go in the right direction. – Alvin Toffler

The hues of the opal, 
the light of the diamond, 
are not to be seen 
if the eye is too near.
- Ralph Waldo Emerson

A mind troubled by doubt cannot focus on the course to victory.
- Arthur Golden

Knowing the score is basic preparation for the conductor. You can’t even consider conducting a rehearsal or performance without thorough knowledge of the score. It is also critical that you develop a plan for teaching the music and enabling your unique interpretation. In fact, rehearsals don’t always go as you have planned, so having a back up strategy and a back up for the back up are also essential. Knowing the score and having a clear vision of the final result enables the conductor to develop the strategy for leading the ensemble to the place of excellence captured in the vision of the conductor – the leader.

Transfer this planning element, this level of preparation, this commitment to excellence to other areas of leadership. Knowing the score equals knowing your goals and objectives, which is having a clear vision of the results you want to achieve. If you prepare for committee meetings, board meetings, or for staff gatherings like a conductor prepares for rehearsal, how much different would the results be? Typically, a conductor will spend 2 to 3 times the amount of time scheduled for rehearsal in preparation for that rehearsal. This is because the conductor understands the relevance between preparation and achieving excellence.

Look at your goals for the year and evaluate your progress. If you don’t have goals, here’s what I suggest. Write 3 goals. Two goals are for your organization for areas that you can have an impact as leader, and one additional goal is personal, such as fitness, spiritual growth, family or home, etc. Make the goal specific and timed and share it with 3 other people that will help you be accountable. Accountability equals achievability.

Here’s my format for goals:

* Specific Goal (be very specific)
* Completion Date
* Relationships needed to complete the goal
* Obstacles in reaching the goal
* Benefits in achieving the goal

Here are two secrets that I share with my coaching clients that make a difference in achieving the goal. First, be sure to share it as I suggested above, then identify the benefit in reaching the goal. These two factors will raise your potential of success tremendously.