Every company has a set of philosophies it aspires to exemplify. The goal of a great organisation of course isn’t simply to have something to aspire to, but also to execute on its commitments to do so. Therefore, the sum of each of our employees, associates, partners etc executing on our commitments is what defines the effectiveness and success of our organisation.For your consideration, I’ve put together and publicly shared some of our philosophies of leadership. This way, if you’re considering joining LGFG, you can evaluate for yourself if our character is consistent with yours. If you read it and decide “we’re not a match,” then that’s totally fine; we’re not trying to persuade anyone to change their constitution. However, if you read this and determine that this is the kind of leadership philosophy you ascribe to as well, then we’d love to talk. Below, I’ve outlined our “READY” leadership model, which distills and summarises our collective view on leadership and how we grow individually within LGFG Fashion House, and ultimately how we grow others, which in turn leads to the growth of our company.

-Dimitry Toukhcher, CEO

The “R E A D Y” Leadership test

John Maxwell defines leadership as the ability to influence others. That means that ledership is more than just a title (if it’s even that). In fact, most great leaders were never assigned a title by another leader- what they did, is have a positive, longlasting influence on others, so that those others were able to do more, be more and achieve more. Hence, I’ve put together an acronym (of which you’ll see many in the world, each effectively saying the same thing) that defines and perhaps inspires you to consider and elevate where you are in your leaderhsip journey.

Are you R E A D Y?

R

Results:You have to get results in order for people to trust your credibility in leading them to getting results. A leader gets the results and in order to lead others,  has to show that they can lead themselves. Otherwise, if you can’t lead yourself to get results, why would others trust you to be in charge of their career success? You have to consistently get results in order to have the credibility that you will need to influence others. Without consistently demonstrating that you get good-to-great results, you can’t lead others because you won’t have credibility to do so​

Energizing:  Do you energise the people around you? It’s one thing to have Energy, which is important, and you need a lot of it to succeed in sales and leadership, and it’s another where people feel energised because you are part of the team. How do you energise people? Consider: do you inspire people with your actions to be better versions of themselves? Do you remove obstacles by being consistent with your word and action? Is your disposition that of a leader or that of a (micro) manager? It might be easier to think about how to de-energise people! We all know someone who drains energy ie “an energy vampire. ” It’s someone with toxic behaviours and/or habits- specifically, a person who wants others to go where they are not willing to go themselves. A leader cannot be an energy vampire, because people will run FROM an energy vampire rather than run WITH them. A leader runs towards a difficult fire (and as a leader, you will need to ask people to be outside their comfort zone, otherwise how are you a leader?). And no, leadership isn’t giving a cheesy speech to people while you sit on a chair and do nothing. People are too smart to believe that; the better people around you see through hypocrisy. You energise people only by being an example to them of the person they want become, day in and day out. Do you energise the people around you?

A

Adapt: Change is the only constant in the world and in business. Your environment will change in ways you can’t and won’t predict. Does your environment speak for your results, or do you adapt and speak for them yourself? What often separates leaders who have earned their place and those who simply found themselves in a position due to a beneficial set of circumstances (which leaders know won’t last long), is how that person reacts when things change (which they will). A leader is able to find a way. Everyone else finds an excuse. Do you adapt to challenging and unpredictable changes and find ways to get results, or does change give you the convenient excuse to let yourself off the hook? You have to adapt and find ways to win if you want to lead others through the continual changes that life and leadership brings.

D

Decision: can you make a difficult decision and stick with it? A lot of people lie to themselves and say that quitting is a difficult decision; it’s not. It’s how cowards lie to themselves to say they can make difficult decisions. Our leaders are not cowards. A difficult decision means you’re able to decisively act through uncomfortable circumstances and keep your promise to yourself that you’re going to do what you said you were going to do. The ability to make a difficult decision is so important in leadership, that it goes hand in hand with effectiveness: how can you be effective, if you can’t make the decision you know is right, but is hard to make?

Y

You: As a leader, you know that you are ultimately responsible for everything within your domain. How well your people do (or don’t do) and whatever happens, is on you, and you alone. The “you” is the “personal responsibility” that the buck stops with you, and only you, when it comes to the outcome. That means you, and not anyone else, and not your circumstances, no matter how absurd or unforeseen, own your results. Unless and until you own every outcome around you, you will be limiting your influence and potential as a leader. A person who takes full responsibility over the outcome, has taken the first step towards influencing others positively.​​​​

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