Because they pretend that the challenges of leadership are rational and tactical, rather than emotional and conversational. Many leaders believe that if they just “pull the right levers,” the organization will move in the right direction. But the most critical factor in the success or failure of any plan is whether conversations with the leader have some impact on what people do. It’s during those conversations that people decide how to apply their time and attention.
There’s another problem. Most plans are organized and communicated according to marketplace logic. But people don’t listen to marketplace logic; they listen for meaning and purpose. Attention can’t be bought. Attention is rich and complex because it comes in many forms: time commitment, recognition, guidance, caring, assistance in new skills. Before any interaction, ask yourself, “How do I want to make people feel?” Put yourself in their shoes. The role of a leader is to create an experience that will inspire people to take action.






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