Albert Collu's Blog

Indie Reader posts an "All About the Book Interview" with Albert Collu. You can find it here…

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To identify the vulnerabilities of your organization requires an honest examination of the organizational structure to hypothetically remove any one piece of that structure to see if it is able to stand firmly.

[Leaders] have zero tolerance for toxic attitudes or for those working selfishly against the common organizational cause. They will not hesitate to do the right thing for the organization even if that requires releasing a top performer if their toxicity outweighs their performance and their contributions to the greater cause. Leaders will not be slow to make these changes in fear of hearing, “We can’t let them go. They have great relationships with customers,” or, “They are the only ones that can do that job,” etc. If that were true, the leader is reinforcing that poor performance and attitudes are acceptable, which means there is no watermark of excellence and — even worse — the individual value proposition has surpassed the organizational. These are symptoms that the organization has cultivated a culture of one rather than a culture of all.

The words and actions of authentic leaders are never in conflict and always symbiotic. They will support their words with consistent actions. Conversely, the words and actions of less authentic leaders are often in conflict as they reveal themselves over time like thousands of puzzle pieces coming together slowly to finally produce a clear picture.

Moral leadership and strong profitability are not mutually exclusive.

Success can be achieved — nay, accelerated and catapulted — with moral and ethical leadership that insulates profits, its people, and their families, while producing a product or service that is responsible and superior in the market.

….organizations demonstrated similar patterns and trends that inevitably exposed gaps in leadership that manifested in a systematic disarmament of individual talent, passion, and drive from those that possessed these qualities in abundance. These leaders stunted their organizations by converting individuals desirous of delivering greatness into individuals stripped of their spirit and passion. They forced them to deliver “just enough” to meet the minimum requirements of the jobs but never more.

They were hard-boiled down to mediocrity.