This is the second book from the lead author, Raymond Perras. Teaming up with two leadership coaching clients (Marcel Bellefeuille from the world of professional sports, and Bruno Lindia, a CEO and business owner), Raymond has developed a unique and groundbreaking effort to bring forward some issues that do not often get dealt with in a leadership book. Based on the concept of Peak Performance (the right stuff, in the right amount, at the right time), this work provides a leader with insight into how to maximize results while reducing stress. Tapping their experiences in leading and coaching leaders, the authors have shared insights into some of the less glamorous aspects of leadership. The goal is to raise a leader's awareness to the fact that the team results can be improved when attention is paid to specific aspects of leadership in order to increase effectiveness. The implementation of a thinking process that ensures a continuous effort to seek peak performance ultimately enables everyone to exceed expectations. The book provides insight into the state of leadership, highlighting the results of research done in 2011 by Development Dimensions International, to guide the reader's focus toward some leadership traps that can torpedo the best efforts to be an effective leader. In a "three distinct statement" approach, the 10 chapters each address one of the activities or issues that the authors have identified as mission-critical for a leader based on their professional experience. Through a prioritized list from a brainstorm exercise on usual traps that can create a barrier to leadership success, the authors selected 10 activities that may make or break a leader on the journey to leadership excellence. The 10 activities are not in order of priority, only proposed as cautionary subjects for the leader who seeks to be effective in leading a team. The 10 activities are discussed by each of the authors on the basis of

10 Discussions For Effective Leadership

10 Ways to Exceed Your Expectations as a LeaderBy Raymond Perras Marcel Bellefeuille Bruno Lindia

AuthorHouse

Copyright © 2012 Raymond Perras, Marcel Bellefeuille, Bruno Lindia
All right reserved.
ISBN: 978-1-4772-7770-6

Contents

Foreword.....................................................1The State of Leadership......................................7A Glance at the Past.........................................8Looking at the Challenges of the Future......................14What Do We Do Now?...........................................17The 10 Discussions...........................................23Understanding the Approach...................................231 - The Right Stuff..........................................292 - The Myth of Empowerment..................................473 - Trust and the Boomerang Theory...........................674 - Telling The Truth........................................875 - Optimize Results with Joint Planning.....................1076 - Clarity of Vision Leads to Success.......................1297 - Leading by Example.......................................1518 - Asking Good Questions....................................1779 - Think Like a Champion....................................19710 - Alone at the Top........................................219Summary and Conclusions......................................241Acknowledgements.............................................247About the Authors............................................251Marcel Bellefeuille..........................................251Bruno Lindia.................................................255Raymond Perras...............................................259Contact Details..............................................265

Chapter One

The Right Stuff ...

(prescription, dose, timeliness)

"If you choose peak performance, you will learn to apply the right stuff, in the right amount, at the right time." Raymond Perras, author of AïM for Life Mastery

(Ray setting the stage)

In my book, AïM for Life Mastery, I provided an extensive explanation of my concept of peak performance, the right stuff, in the right amount, at the right time™. Peak performance is not the pedal to the metal. It is the acute awareness of whatever action or skill is needed in a certain circumstance, and the ability to apply the correct effort in a timely manner. All that happens in a way that reduces stress and increases focus so that minimal energy is expanded.

In the context of leadership as an action, the concept of peak performance is more applicable than ever. With everything going so fast and results expected "yesterday", it is essential that a leader learn to guide his team on a path of minimum effort to produce maximum results. That relates to the appropriate knowledge or skill, in the right dosage and in a timely manner.

A leader cannot do it all to the extent that he or she provides the total PUSH. There must be a constant focus put on devolving responsibility and accountability to the team through a systematic and consistent framework so that the PULL comes from the team.

The aim must be to create an environment where people, everyone involved, take ownership and provide their own drive to create, sustain, and maintain momentum. This will usually produce the best results with the least effort. It becomes a collaborative and joint effort to minimize waste in order to make optimal use of resources.

This calls for product or service delivery processes that are designed to fit the team's skills, competencies and expertise. These processes are understood, used across the board, and are respected and valued as the core structure of organizational success.

Unless everyone aligns on purpose and puts their competencies to the service of the common goal, there will be waste, and the team will be unable to produce at its maximum expected level.

Failing to minimize overlap, recycling, gaps in approaches and blind spots will inevitably result in unmet expectations and a lot of frustration for both management and the workers alike. Logically, a higher level of performance is expected when there are skills, knowledge and abilities applied to the various tasks. But that does not always happen when people are not aligned on purpose.

In spite of good will and desire, people who are involved will be disappointed or will disappoint their leader if he fails to explain his vision or organizational goals clearly – the right stuff. It will be difficult to make optimal use of their skills and knowledge. In some cases, it may result in the leader getting involved to do the work when he should have delegated the task.

This might happen for one of four reasons: 1) the leader lacks the trust necessary to let people operate on their own; 2) the people don't have the necessary guidance and training to get it done; 3) there is no clear vision to guide the team; or 4) the vision has been very poorly explained and is not understood by the team or workforce. In most cases, gaps in these areas result from failure to assign priorities, and the inability to recognize that some tasks deemed to be urgent are not so important in reality.

Basically, an effective leader will pay attention to the right stuff, in the right amount, at the right time™ because it is the fast track to success. This approach enables the team to minimize waste and maximize results. Applying the concept is the foundation of a successful approach. Increased awareness of the benefits brings increased attention. Increased attention raises the potential for successful outcomes.

For example, the leader may request a report on a project without specifying the critical information he expects. The person assigned will do her best to review, assess and note the progress on the various fronts: installation, timing, resources spent, problems encountered, budget status, future challenges, potential issues for decisions, etc.

If in the leader's mind the goal was to produce a chart of the progress as compared to the initial plan, he may find what he needs in the report but it will take more effort. He will have to sift through the details. It will also have taken more effort for the person reporting because more information was generated than required. In the end, good work indeed, but not effective or efficient because "the right stuff" was not specified. And it resulted in a discrepancy between the "right amount" and what was expected. Timeliness would likely suffer and disappointment would likely surface on both sides.

Through the lack of regard for the right stuff, in the right amount, at the right time, much energy was spent which could have been saved. When resources are at a premium, it becomes obvious that attention to details and clear communication can make a big difference in the final outcome, at least from the point of view of good will and initiative.

Let's read about some real facts in the sports and business domains that demonstrate how a leader can easily fall in the trap and end up with unmet expectations.

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The Sports Perspective (Marcel)

"Football is the ultimate team sport." I am sure most sports fans have heard this mantra. If that is so, then professional football is the ultimate organizational sport. The point is that although fans see the players and coaches perform on television each week, the preparation, performance and ultimate success of the teams is decided in many ways by a...