The very definition of leader should insist that someone in that position must be willing and able to lead others, especially regarding important issues. It is never true leadership when someone either procrastinates, avoids, or makes any types of excuses to not take timely action, and replaces this vital function with either platitudes or empty rhetoric. We have all heard the adage about how the dog wags the tail, and not vice versa, and that is quite often the very definition or distinguishing character between being a true leader, and a follower. True leaders are constantly training, learning and gaining the knowledge needed for them to be able to make timely judgments, have definite opinions, and effectively and confidently communicate them to others. Unless a leader is focused and prepared properly, he will not be able to observe essential circumstances that need timely and / or immediate action.
1. We all remember infamous, but ignored warning to Julius Caesar, "Beware the Ides of March." Had Caesar not felt untouchable or been in denial, or so removed from reality, he might have been prepared and better protected. While most leadership challenges do not contain life threatening circumstances, they often do contain organization destructive conditions. The wise leader is consistently effectively communicating, and sometimes the most essential component of that is effective listening. Great leaders do not shelter themselves from adversity, but rather use any hint of adversity to better position themselves to be in the best possible position, to transform the adversity to opportunity. Great leadership must be in a constant evolutionary state, because times and conditions change. Organizations that remain static are ill- prepared for changes, and then often suffer instead of prospering.
2. As dire as the circumstances often may be in general leadership situations, this is even more essential as a vital component to effective and successful event leadership and management. Great event leaders always plan for as many contingencies as possible. They begin by making sure all contracts contain necessary flexibility and protections, and make these items non-negotiable portions of their overall negotiations. They think about the what- ifs, as well as the how- to's. The how to the outside-the-box thinking that comes as a result of fully understanding needs, reality, and being open to alternatives, in order to secure the absolute best possible negotiating position. They think about the best way to do every aspect, and are never satisfied with having only a preferred plan of action, but build in true contingency planning. The true event leader visualizes what he wants to happen optimally, as well as how he must seamlessly react to changing circumstances.
Timely action and responses differentiates great leaders from the pack. That only happens when the leader is capable of, willing to, and able to see all factors leading to the big picture.