The Higher You Want To Climb

“The higher you want to climb,
the more you need leadership.

The greater the impact you want to make,
the greater your influence needs to be.”

Servant leaders look at leadership as an act of service.  They train, coach and develop or mentor their people.  They empower their people and welcome feedback as a source of useful information on how they can provide a better service.  They recognize others for their achievements, not themselves.

Leadership may take place when things go right; it’s critical when things go wrong.  When things go wrong, it’s important to take a look at what occurred and recognize what went wrong.  Leaders help shape their team to work together to “change the process, change the result”.  So, it’s important to have key performance indicators (KPIs) in place as a baseline guide to leveraging your overall success.

Key Performance Indicators (KPIs) are metrics that make your departments and business successful.  Typically, leaders in organizations track the current or weekly results of KPIs related to their short and long term goals.  Business unit leaders will often refer to this data to create action plans, overcome roadblocks, come up with solutions or identify areas where support is needed.  Incorporating KPIs within a CQI focused culture is a sure way to orchestrate your goals and practices together and operate like a fine tuned machine.

CQI environments lead by servant leaders and KPI systems understand they need to balance their priorities and concentration to reach the right level of focus.  Priorities without concentration = Knowing what to do but not getting it done.  Concentration without priorities = focus without progress.  Priorities + Concentration = Focus.  Many leaders use a focus formula to align their time management properly to this concept.  Strong leaders will focus 70% on strengths; focus 25% on change; focus 5% on weaknesses and opportunities.

Take a look at your daily agenda to determine
if you are choosing to spend enough time leading.


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