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Optimize Growth With The Maven Leadership Model

Updated on August 4, 2015

Leadership is not something that you can ever master: that is to say, the cup never runneth over. Maven Leaders realize that the world’s most successful leaders have embraced the duel spirit of the student and the teacher.

“We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” – Peter Drucker

Mavens strive to achieve more by embracing the demands of their community. To balance a large amount of task a successful leader is required to develop processes to streamline the day to day activity of the operation.

As activities expand the processes will become more sophisticated. Therefore, it is important to establish a solid foundation to insure that your operation is firmly rooted.

Developing your business processes involves research, experience, trial & error and a few recommendations. I would like to share my Maven Leadership Model with the goal of helping you become a better business leader today and for the future.

Fact-Based Assessment & Lie Detection

Life is unpredictable and historically only the fittest survive. In order to enhance the likelihood of sustainability I start by identifying relevant facts that impact a situation. Once you separate the facts from the opinions, rumors and emotional responses you have taken the first step towards transparency.

Now that you have established the facts surrounding a situation, it is time to shift your attention to the hearsay. To accomplish this I recommend looking for signs of deception from all parties involved.

The goal when detecting lies is not to assign blame, but instead to gauge the temperature in the room:

  • Are people nervous?
  • Are people scared?
  • Is someone poisoning the team?
  • Is someone sabotaging the project?
  • Is someone being dishonest?

Establishing a clear understanding of how your team is responding to the situation is the most important aspect of the assessment process.

Peel The Onion / Unvarnished Input

With the preliminary work complete – it is time to dig deeper, and in turn get a firmer understanding of what’s really going on. To accomplish this you will have to identify your assets and liabilities based off of your initial assessment.

Once you have established who or what your assets are in respect to the situation – it is time to seek additional input from your trusted resources.

Adding your valued team members into the feedback loop will afford you an opportunity to assess the situation from another perspective. In addition, it will bring the real issues surrounding the situation to the surface.

This unfettered feedback is an often overlooked component, which Maven leaders use to identify a true course of action.

Identify -- Issue, Opportunity or Target

Now that you have cancelled out the noise and identified the pulse of the situation. The next step is to review your notes and determine what to do next:

  • Do you have a problem to solve or troublemaker to eliminate?
  • Do you have a pain point that is impacting productivity?
  • Do you need to pivot or change your course of action?
  • Do you need to ramp up or ramp down production?

The possibilities are endless, but the necessity to identify your focal point is a reality that all leaders must face.

Once you have identified a focal point. It is time to establish a plan to move your team from the situation towards a S.M.A.R.T. Goal oriented solution.

A plan is only as good as its execution. Maven leaders know the value of collaboration and immediately pursue buy-in from their valued team members.

Share your vision with your trusted allies by assigning project managers to oversee milestone and goal achievement.

With your leadership team in place disseminate the information to any additional parties impacted by your plan.

Make IT Happen

The biggest obstacle no matter how large or small the situation will always be the transition from the conceptual stage to the implementation stage.


Simply stated, Maven leaders make it happen. From the brainstorming stage to the celebration after the team achieves its final milestone: Mavens remain focused on the big picture without losing sight of the immediate challenges.

Review Key Metrics

Every plan ever written looked good on paper, but the true measure of leadership can be derived from the results.

By setting SMART Goals on the front end the evaluation process should already be established. Review the impact of your decisions and the results of your plan with your leadership team.

Learn from your mistakes and build upon your successes.

Repeat The Process

“Strategic investment in infrastructure produces a foundation for long-term growth.” – Roger McNamee

A leader with a firm base and sustainable processes does not insure success, but they are positioned for growth.

If you aim for growth in your processes with little regard to your intended goals over time you will develop a strong team.

A leader with a strong team in his/her charge – is sure to find success when their preparation aligns with the right opportunity.


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