Following is a brief high light of a few of the chapters and its associated mantra;
Mantra # 1 – Culture Is a By-Product of Leadership; meaning that leaders get exactly what they ask for whether they realize it or not. For example, if a leader asks to be apprised of any and all surprises in their area of responsibility, which is fair, and they go on further to suggest that they have an “open door policy” to bring bad news to their attention. Thereafter though, if someone brings them bad news and the leader rips into them or kills the messenger, the resultant is a culture of less than full disclosure and honestly because no one wants to bring bad news again to this leader who has no emotional self-control. The consequence of the leader’s words ring hollow in light of their true in-abilities to control their emotions. Even though they are asking for candor and transparency, they get avoidance and half-truths.
Mantra # 4 – The Twenty-Four-Hour Rule; meaning that if you see something that troubles you or that requires improved alignment, you have 24 hours to address the observation which is a great rule for new leaders who don’t like confrontation. For example, if you saw one of your employees who perhaps is large and intimidating getting to close to someone as a subtle way to influence or bully that individual to work on their desired tasks, this behavior requires correction. The rule demands that within 24 hours you speak w/ that individual to share your disapproval of their behavior in a professional and respectful manner behind closed doors. In other words, you educate the employee and in effective have served an informal warning of what’s right and expected versus ignoring improper behavior which if ignored, is a signal of acceptance. This rule forces leaders to address improper business acumen and professional courtesies which are often ignored as leaders focus on their major objectives of the day. It’s a leaders responsibility to manage their department deliverables including their personnel along with a favorable and positive culture of professional courtesy, respect and reward.
The Mastermind behind Mantra Leadership:
Dana A. Oliver is the Senior Director of Research & Development at
Medtronic’s Surgical Technologies ENT / NT division and has helped grow this business unit from $100 million to approximately $2 billion in annual revenues over fourteen years. He has approximately 30 years of experience in the field of medical devices, working for such companies as Medtronic, Genzyme, SIMS Level 1, Kirwan Surgical, and Strichman Medical. He has applied for over 30 patent applications and has been granted over 20 US patents to date. He is the author of two books; “Mantra Design – Innovate, Buy, or Die! Discover the Secrets for Profitable and Lasting Innovation” and “Mantra Leadership – Don’t Become the Emperor with No Clothes!”
He is a graduate of Northeastern University and ITT Technical Institute.
Dana plans to become an independent Consultant and Educator in calendar year 2016 offering expertise in Innovation Leadership. To learn more about the author or inquire about his services, please visit his website www.mantraleadership.com or he can be contacted by email at firstname.lastname@example.org.
Dana lives in Florida with his wife Linda and daughter “Lexi” Alexandra.
The question remains – Will you accept your mission?
Rob and Janelle