THE TRANSFORMATIONAL LEADER OF TODAY KEEPS AN EYE ON THE COMPETITION, BUT HE DOES NOT ALLOW HIS STRATEGIES TO BE INFLUENCED PRINCIPALLY BY THE ACTIVITIES OR STANCE OF THE COMPETITION.
The transformational leader of today simplifies a single economic denominator responsible for driving growth in his organisation and employs the relevant technology to enhance the efficiency of the engine of his organisation. With great passion, he nurtures a disciplined staff operating in a disciplined, empowered and balanced work environment, and a concentrated idea sympathetic to a focused activity that the organisation could thrive on and become the best in the world at. He stands up for pursuing excellence in their management and financial affairs and in the utilization of their resources.
When a transformational leader ensures that his consistent focused idea invites unrivalled passion and excellence and a clear picture of the economic denominator that drives organisational growth, at a defined activity, when he promotes an understanding of that crucial economic denominator across the length and breadth of his organisation, and when he mitigates bureaucracy and hierarchy in his organisation, he will pave a path to organisational greatness.
The major cause of mediocrity is management failure rather than technological failure. Studies indicate that technology alone cannot free a company from mediocrity, nor take it into greatness. Technology must become an adjunct to a simple coherent concept, idea or strategy. In this manner, it helps the company to rev up its momentum. With all its technological sophistication, the United States could not succeed in the Vietnam War. Unlike them, the North Vietnamese Forces with inferior technological know-how structured their manoeuvres on a simple coherent concept of guerrilla warfare. Operating from this idea, they wore down the Americans psychologically and physically, proving that carrying on from a major simple coherent concept or idea is more effective than vacillating here and there over varied conflicting strategies or concepts.
Leaders on the path to greatness, keep an eye on the competition, but they do not allow their strategies to be influenced principally by the activities or stance of the competition. They are more interested in what they are trying to accomplish, improving and matching up to an absolute standard of excellence, and the means of achieving it. Being focused on a simple coherent concept enables them to build a breakthrough momentum into greatness.
