Communicating decisions and plans

• Do you keep projects and their progress to yourself to impress others with a completed, great result?
• Do you get a buzz out of achieving heroic, unexpected results?
• If asked what's going on do you say ''trust me, just wait and see''?
• This is a high risk strategy - you emerge a hero --- or a villain if things go wrong. Because no one else knew what you were up to, it's easy to nail you to the wall - no one else had any stake in your project so you can't expect anyone's support when it fails.
• Do you over promise and under deliver? Do you like to be a hero, to please or impress people, to really wow them? Why?
• Does your performance range from miraculous to disastrous?
• How can you achieve a better balance - of impressing people but keeping sufficient lines of communication open to ensure support?
• As a manager, can you change the basis of your heroism to acts of great facilitation from great goal scoring?
• Can you see a way to obtain the recognition you seek while striving to cultivate a joint effort in everything you do?
• No decision will look good if it is poorly implemented.
• Striving to be too much of a lone hero is like gambling everything on one bet.
• It is a desire for instant success without patience for building a longer term foundation. This way you will either win big or lose big.
• What sort of example do you want to set for others? Leadership is partly about setting the sort of example that you want others to follow.