Excerpt from Dare to Serve: How to Drive Superior Results by Serving Others
I have a weird personality. I only want to work on big, huge, hard things. Maybe it is my wiring of being an idea person. Maybe it is my love of turnaround opportunities. Maybe it reflects my total lack of patience for slow-moving endeavors.
This I am certain of, I want to work on something that matters. I want to either go big or go home.
On that point, I don’t think I’m the only one. I think the people that we lead want to work on something that matters. I think the people would rather try something bold and exciting and fail, than never be challenged.
I’ve come to believe that it is the responsibility of the leader to have a daring aspiration for the people and the enterprise. If we don’t, the people will not be well-served.
I should probably warn you, bold, brave leaders don’t win popularity contests.
In business, the bold leaders are described by many as quirky, strange, and even a bit looney. People will say you lack practical knowledge, you will probably blow the budget, and many other unattractive things. People always have handy the five reasons the idea will fail in the “real” world. People will accuse you of fiscal irresponsibility. The road to bold thinking is paved with doubters and naysayers.
If you are a bold leader, with big aspirations for the people and the enterprise, bring your courage.
The “cheers” don’t come until the daring idea transforms the organization or rejuvenates a tired brand, or turns around a poorly performing team. Then everyone will cheer the bold idea that saved the day.
Leaders with daring aspirations for the people and the enterprise must be brave and confident – or the ideas will never leave the paper they are written on.