Most of us think we have to make a difficult, binary choice between being a good person or being a tough, effective leader. This is a false dichotomy. In truth, doing hard things is often the most human thing to do. There are two key ingredients — wisdom and compassion — and it takes learning and practice to lead with both, as well as some unlearning of conventional management habits. There are four important techniques you can apply in being a wise, compassionate leader: Remember the Golden Rule; Listen intently; Ask yourself how you can be of benefit; Stretch people to see their potential. Becoming a More Humane Leader

This guide provides a standard mindset structure beyond ​https://axelerant.atlassian.net/wiki/spaces/OA/pages/1447493744 for how leaders consider their group’s purpose or other desired outcomes. Our Leadership stance is based on Amazon’s Day 1 and Simon Sinek’s The Infinite Game.

The following consistently demonstrated concepts are those expected of Axelerant’s leaders.

  • Adaptable

  • Just

  • Earning Trust

  • Promoting Customer Success

  • Courageous

Get started with https://axelerant.atlassian.net/wiki/spaces/AH/pages/1419247623.

Adaptable - Prepare for Existential Flexibility

Existential flexibility, or embracing trends, is an infinite-minded leader’s capacity to create an extreme disruption in strategy or product to advance the Just Cause, https://axelerant.atlassian.net/wiki/spaces/OA/pages/1447493744/Being+Axelerant#Our-Purpose. This happens when the company is already successful.

Great leaders continuously scan the horizon for opportunities and ideas to promote the Just Cause better. While a finite-minded leader thinks the risk is not worth it, an infinite-minded leader sees that staying on the existing path is a more significant risk.

Don’t settle for what works now; continue monitoring outcomes and adjust how things get done for the desired positive result. Challenge the status quo and express disagreement with ideas. You are choosing to make Axelerant better by sharing your differences more freely.

E.g., Performance management aligns with desired outcomes; People know how they contribute and just enough process for desired results.

When we ignore trends, especially those being asked, talked about, and written about, we choose to become irrelevant. By challenging the status quo, we’re embracing the future.

E.g., Build awareness of now and potential, Identify critical trends to focus on, Define experimentation structures, and Elicit feedback from teams.

Being Just - Further, a Just Cause

A leader must have a clear vision of a more significant future state than the organization that inspires people to work to lead in an infinite game, https://axelerant.atlassian.net/wiki/spaces/OA/pages/1447493744/Being+Axelerant#Our-Mission. This Cause, , provides sustained motivation beyond immediate rewards and encourages us to keep playing the infinite game.  

Earn Trust - Build Trusting Teams

Trust is at the heart of the organizational performance. When there is a lack of confidence, employees feel forced to lie, hide information, and avoid asking for help when needed. This prevents real problems from surfacing. 

A safe space is an environment where people feel vulnerable, admit mistakes, and ask for help with the confidence that the team will support them. Leaders must continuously and actively cultivate Axelerant as a for its people.

Customer Success - True Customer Obsession

Customers are always dissatisfied because they know more is possible, despite saying they’re happy and business is excellent. Staying in Day 1 requires us to experiment patiently, accept failures, plant and protect ideas, and double down when we see excited customers. A customer-obsessed culture best creates conditions where all of these aspects happen.

E.g., Define our understanding and fit for what we’ll say yes to do; Create a framework to evaluate opportunities to help us say no; Be customer-obsessed through clarity on why, what, and how we do it.

Courageous - Find the Courage to Lead

The Courage to Lead is a willingness to take risks for the good of an unknown future. It takes Courage to Lead to operate at a higher standard than the law and casual ethics where Continuous Improvement and Accountable Transparency go beyond others.

Courage to Lead is not just about our actions; it all concerns our perception of how the world works, rejecting shareholder supremacy, and having an infinite mindset.

As many decisions are reversible, we use a lightweight to make feedback-driven, good-enough decisions. And, instead of a majority consensus, we’ll disagree yet commit towards keeping us moving forward and course-correct quickly when wrong.

E.g., Create a generalized, organization-wide decision-making framework; Define impact-based decision timeframes for localized or organizational-wide reversible decisions; Define default allowable decisions.