[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.20.0″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2023\/03\/David-1.jpeg” custom_padding=”0|0px|0|0px|false|false” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”|auto|19px|auto||” custom_padding=”467px|0px|0|0px|false|false” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.20.0″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”785px” custom_margin=”-98px||0px|||” custom_padding=”||168px|||” text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
Leadership and Excellence<\/strong><\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_margin=”||||false|false” custom_padding=”149px|0px|1px|0px|false|false” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_margin=”0px|auto|0px|auto|false|false” custom_padding=”20px||20px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2017\/09\/david-ivers.png” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.16″ custom_margin=”-45px|||||” animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”4.17.3″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|” global_colors_info=”{}”]DAVID IVERS<\/span><\/a> \u201c<\/em>Excellence is not an exception, it is a prevailing attitude.<\/em>\u201d<\/em><\/p>\n \u00a0<\/em>Colin Powell<\/em><\/p>\n Colin L. Powell, Joseph E. Persico (2010). My American Journey<\/a><\/em>.<\/em> New York: Ballantine Books. <\/em>p198<\/em>.<\/em><\/p>\n The word \u2018excellence\u2019, like the word \u2018leadership\u2019, is a challenging word in many ways. To start with, it begs the question: how excellent does something have to be, to be excellent? It also raises the question: why is something considered excellent in one organization considered ordinary in another? Are there degrees of excellence? If excellence is the destination, is the journey there as important as the arrival? What is known, is that when you come across an organization that strikes the \u2018Excellence Home Run\u2019 regularly, you just know that excellence is being achieved by excellent people that make up the excellent organization they work within! Excellence achieved often multiplies as the possibilities are realized. Excellence, like great leadership, is a moveable feast. Often talked about, it always seems to be over the next horizon, even if you think you have already achieved it.<\/p>\n The opening quote from former United States Secretary of State and the former Chairman of the Joint Chiefs of Staff, General Colin Powell, is informative of this discussion. Bringing the whole quote into the picture starts to give some ideas as to how excellence can be achieved.<\/p>\n \u201cIf you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception; it is a prevailing attitude.\u201d<\/em><\/p>\n Powell Colin, L., Persico, Joseph, E. (2010). My American Journey<\/a>. New York, New York: Ballantine Books. (p198).<\/p>\n It seems simple, but it passes the common sense (pub) test. If you can\u2019t achieve excellence in small things, you will unlikely have acquired the skill set to achieve it in bigger things. It aligns with the conventional wisdom that \u201cthe behavior you walk past is the behavior you accept.\u201d All of this goes to the heart of great leadership. Leadership that has a purpose and is based on quality relationships, is more likely to lead to excellence. Colin Powell in his other instructive book \u2018It Worked for Me\u2019 highlights the importance of purpose.<\/p>\n \u201cPurpose is the destination of a vision. It energizes that vision, gives it force and drive. It should be positive and powerful and serve the better angels of an organization. Leaders must embed their own sense of purpose into the heart and soul of every follower. The purpose starts from the leader at the top, and through infectious, dynamic, passionate leadership, it is driven down throughout the organization. Every follower has his own organizational purpose that connects with the leader<\/em>\u2019<\/em>s overall purpose.\u201d<\/em><\/p>\n Powell, Colin, L. (2012). It Worked for Me: In Life and Leadership (eBook)<\/a>. New York, New York: HarperCollins. (p26).<\/p>\n For Colin Powell, the prevailing attitude of excellence, is well supported through \u201cinfectious, dynamic, passionate leadership.\u201d It also requires everyone to understand the purpose, of the organization, the team, the task. Obviously, Colin Powell is drawing on his extensive military experience in the United States Army, where he rose to the rank of four-star General, with his last appointment being Chairman of the Joint Chiefs of Staff. There is an important, not so moot point to be made here. In the military, understanding the mission and purpose, is something that is lived, not just spoken about, on a daily basis. In the case of Colin Powell, the purpose of the different parts of the army, the purpose of each brigade, through to individual units and teams, is lived daily. When a unit is tasked for an operation, understanding what mission success looks like, is critical. Communication, asking questions, clarifying roles and knowing that each person has their role in the scheme of things, is also critical to mission success. Applying that to a non-military organization, it means that leaders need to have clear expectations and model what they expect of others in the organization. A leader that can \u2018walk the talk\u2019, is likely to bring people along and embue a real sense of purpose throughout the organization. Staff need to be able to join the dots between the purpose of the organization, the purpose of the task, and their purpose as an employee of the organization. Purposeful alignment, role clarity, and crystal-clear communication is important in the achievement of excellence.<\/p>\n In their classic work on the topic of excellence, \u2018In Search of Excellence\u2019, Tom Peters and Robert H. Waterman (Jr) identified eight attributes found in organizations of excellence.<\/p>\n The eight attributes that emerged to characterize most nearly the distinction of the excellent, innovative companies go as follows:<\/em><\/p>\n Peters, Thomas, J., Waterman (Jr), Robert, H. (2012). In Search of Excellence: Lessons from America’s Best-Run Companies (eBook).<\/a> New York, New York: HarperCollins. (Ch 1 pp19-24 of 41).<\/p>\n At the time of their research, what was underlining these eight attributes in these companies of excellence, are people. In the twenty different titles that Tom Peters has authored, the recurring theme is definitely \u2018people first\u2019. Everything, including the ultimate success of the business, flows from right relationships with the staff, suppliers and clients \/ customers. Ultimately you need people to form an organization. You need people to be customers that trust you with their business and you need people who have the acumen to meet the needs of the customers.<\/p>\n In his wonderful book, \u2018Lead from the Heart: Transformational Leadership For The 21st Century\u2019, Mark C. Crowley makes a wonderful point about excelling and excellence in leadership. Whilst the statistical data, KPIs and achievement of goals have a very definite place in the management of organizations, there is another indicator of excellence, that is more long term and a likely indicator of true customer and client satisfaction. The statistics might suggest that in the moment, everyone was happy with what happened but if it was simply lip-service or customers telling you what they think you want to hear, what researchers often refer to as \u2018the Hawthorn effect\u2019, the validity of the data has to be questioned. If the data cannot be triangulated to evidence of client \/ customer satisfaction (e.g. returning customers), then the story is incomplete. The other point relates to the journey. The gain might have been minor but the journey as a team might have been extensive.<\/p>\n \u201cYet, as I look back on all that time, I realize I only have a broad recollection of our accomplishments. Long after you can remember the actual work or the targets you met along the way, what<\/em>\u2019s sustained in your memory is the effect you had on people<\/em>\u2019s lives. By this one measure, above all others, you<\/em>\u2019ll know the true impact you had as a leader.\u201d<\/em><\/p>\n Crowley, Mark. C. (2022). Lead From The Heart: Transformational Leadership For The 21st Century (eBook).<\/a> Carlsbad. California: Hay House, Inc. (Conclusion p9 of 9).<\/p>\n What should be noted at this point is the very fine difference between excellence and perfectionism. Too often, we think of perfection as the ultimate form of excellence. There is nothing wrong with wanting to be a better iteration of yourself today than what you were yesterday. That\u2019s akin to an Olympic athlete striving for their next personal best. Perfectionism means that there is no room for further improvement, you have reached the limit of possibilities. As a result it imposes limitations upon those who are expected to achieve, what is obviously the impossible. Excellence leaves open the option of further improvement, despite achieving the required benchmark by the proverbial mile.<\/p>\n In her outstanding book \u2018Dare to Lead\u2019, Bren\u00e9 Brown highlights the impact that perfectionism can have.<\/p>\n Here<\/em>\u2019s how I define perfectionism: <\/em><\/p>\n Brown, Bren\u00e9. (2018). Dare to Lead: Brave Work, Tough Conversations, Whole Hearts (eBook).<\/a> New York, New York: Penguin Random House. (p70 of 230).<\/p>\n The point here is simple. Organizations are a collective of people working towards a common goal or purpose for a particular clientele. It\u2019s people that create an organization and a culture that strives for excellence.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ background_color=”#f7f7f4″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” min_height=”594px” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2023\/03\/2-1.jpeg” title_text=”Rear,View,Of,A,Woman,Explaining,New,Strategies,To,Coworkers” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.20.0″ custom_padding=”||0px|||” animation=”off” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2023\/03\/3-1.jpeg” title_text=”Brunette,Female,Team,Leader,Talking,With,Mixed,Race,Group,Of” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.20.0″ animation=”off” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.20.0″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”1.2%|10%||10%||” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” custom_padding=”0px|||||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}”]<\/p>\n The word \u2018excellence\u2019, like the word \u2018leadership\u2019, is a challenging word in many ways.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||11.4%|||” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”]DAVID IVERS[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0||0px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.20.0″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” min_height=”2200px” custom_margin=”-73px||11px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” custom_padding=”84px||1px|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n At the heart of an excellent organization, are people striving for excellence in their teams. Teamwork is at the heart of organizational success. That means understanding the defined roles within the team. In an orchestra of say 90 people (eg. The New York Philharmonic Orchestra), the conductor can\u2019t also be playing an instrument at the same time. The music has been arranged so that when they play together, they are in harmony. The orchestra works because the music is arranged and the roles are defined and a culture of collaboration and trust exists. With everyone\u00a0 playing each piece of music to the very best of their ability, they create an extraordinary performance. Even in rare orchestras that operate without a conductor, such as the Orpheus Orchestra, they require members to collaborate, and to lead, buying into the notion that the appropriate leader emerges for the circumstances at hand.<\/p>\n \u201cThe Orpheus Chamber Orchestra<\/a> is that 46-year-old organizational prodigy known for collaborative leadership. Musicians reach a consensus on repertoire; rotate creative responsibilities; hold a voice in administration and marketing; nominate and approve new members; and play without a conductor.\u2026The requirement for members is not merely a matter of instrumental expertise but the willingness and instinct to lead or follow on a dime.\u201d<\/em><\/p>\n MacNamara, Mark. (March 27, 2018). \u2018The Orpheus Effect Revisited\u2019 in San Francisco Classical Voice<\/a>. Berkeley, California: San Francisco Classical Voice.<\/p>\n At rehearsal, if a piece is not sounding right, it is up to the members or the conductor to name it and address it. There needs to be, as Professor Amy C. Edmondson from Harvard Business School calls it, Psychological Safety and that has trust as its foundation. In her highly informative work, \u2018Teaming,\u2019 Edmondson identifies four behaviors or pillars for teams to be successful, even displaying excellence.<\/p>\n Behaviors Driving Teaming Success:<\/em><\/p>\n Edmondson, Amy, C.\u00a0(2012). Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (eBook)<\/a>. San Francisco, California: Jossey-Bass. (Ch2 p12 of 56).<\/p>\n These four behaviors or pillars of teaming success, leave open the possibility of failure and vulnerability. Perfectionism, as previously described, does not have a place in the research based model of \u2018Teaming\u2019 espoused by Professor Edmondson. Being perfect is not the goal, striving to be the best team, striving for excellence is. Typically, striving for excellence usually reflects a desire for a positive impact. With a clear focus on creating a healthy (not combative or competitive) organizational culture, the focus must be on people. The people that are in these successful teams, the people that are suppliers and the people that are the customers or clients. It\u2019s not a checklist process, but a series of things that should happen seamlessly. Excellence is something that should happen this minute and the next and the next. Tom Peters identified six areas that should be done first, simultaneously.<\/p>\n
\n[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||20px||true|” global_colors_info=”{}”]David Ivers is from Sydney, Australia. He is a qualified Primary and Secondary School Teacher. In total, he has served on school leadership teams for 16 years in senior leadership roles.[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.20.0″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”-22px||0px||false|false” custom_padding=”28px||16px||false|false” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n\n
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