The currency used in the market place is money.  It is exchanged for goods and services.  The currency of leadership is attention.  It produces effort and results.  Attention pays!  You invest money in your business.  It pays to invest your attention!.  For leaders, paying attention is a three-fold test.

The first test:  Focus Your Attention. 

In its simplest form, attention is “keeping one’s mind closely on something” (Webster).  The essential advice to all novice golfers is, “keep your eye on the ball.”  When there is only one ball, it is a matter of concentration.  However, leaders juggle many balls at the same time.  Before you concentrate, you must focus. 

The “failure default” for leaders is, “I can’t pay attention to everything so I won’t pay attention to anything consistently.”  Use the focus principle:  Focus on the few key results you desire and/or key issues you want resolved.  Measure everything against achieving these ends.

The second test: Be Clear.   
Now, walk your talk.  You must communicate your personal focus to your team.  The team does not know what you are thinking.  They only know what you say and the degree to which your words match your actions.

Did you ever try to steer a car that is significantly out of alignment?  It is hard on your team and it is hard on you when your personal focus, your words, and your actions are not aligned.  Clearly aligning your attention taps into your habits and thinking patterns.

Here is a powerful, personal assessment you can use.  I have given this assessment to hundreds of leaders in business, non-profits, education, and government.  Be honest with yourself.  Ask trusted staff members to assess you.  You will discover the misalignments that need repair.

• What do you pay attention to, measure, and control?

• How do you react to critical situations and crisis?

• How do you use, invest, or hoard the business’ money and resources?

• What values do you model as you coach the team?

• What is the quality of your relationship with your staff?

• What do you recognize as good or harmful to the business?

• What are the standards you use to recruit and assign team members?

• What standards do you use to reward and promote team members?

• For what attitudes, actions and results are team members accountable?

• How and for what are you held accountable by your team?

   The subtle usurper of clear and consistent leadership is “distraction.”  Distractions are issues, concerns, changes, problems, and even opportunities that hi-jack the focus of your attention.  Consistency is a matter of battling distractions.

   A) You lose the battle if you are too susceptible to every new problem, idea, or opportunity that comes by.  You shift priorities, change directions, and leave your team confused and frustrated.

   B) You also lose the battle if you’re closed-minded to anything or anyone who questions your direction and priorities.  Situations change, new problems emerge and great opportunities arise.  You miss them if you do not consider them.

   C) Finally, you lose the battle if you grow tired.  Maintaining focused attention is hard work.  If you push too hard and too long you simply cannot maintain your focus.  You “let down.”  You skip progress reports for “just this week.”  You pay a price.

   The best way to improve your consistency and empower yourself to consider how to handle change, new problems and opportunities is to document your focus.  Get your “attention” down in writing.  Write them in your plans and systems. Here are several:

• The business plan and model for the organization.

• The communication systems and procedures of the organization.

• The organization’s handbook, best practices, routines, and rules.

• Expectations for the maintenance of the building, equipment, and property.

• The systems for recruiting, training and assigning staff.

• The written long-range plan for the growth of the business.
  

• The written policy for compensation and advancement.

• The written agenda for progress reports.

• The written agenda for team meetings.

• The written agenda and form used for annual reviews.
   

Attention pays when you move from what is expected to what is inspected.  First, inspect your focus.  What do you want to accomplish?  Second, inspect your habits and actions.  Does your leadership behavior match what you want?  And, can your team see it clearly?  Third, inspect your consistency.  Can you handle distractions?  Are you expectations written into your plans and systems?  Are you inspecting progress and compliance? 

Copyright (c) Richard Leslie Parrott, Ph.D.