The Solyndra bankruptcy shows how one and two-dimensional leadership decisions miss the mark for the Obama administration, the company and the nation. One-Dimensional leadership is all about “me” not the mission. Two-dimensional leadership sets up “us vs. them” dynamics, and three-dimensional leadership focuses on “we,” as in “we the people.”
The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context (MRC) focuses leaders on behavioral and character traits necessary to achieve the three essentials that contribute to organizational success. Three-dimensional leaders consistently focus on the mission and get people at all levels of the organization to do likewise. Properly focused leaders negotiate the context appropriately to deploy resources and continually align them so employees can succeed at their jobs. Thus their organizations have a high potential to succeed.
The federal government should see the big picture context of “we the people.” By investing in a private enterprise, everyone concerned looses sight of the mission. Solyndra should have focused on the mission of designing a business whose products and pricing would appeal to customers. Instead it focused on lobbying the government for money. The government should not be creating “us vs. them” situations by pitting one private company against the others. The mission of government is to do what is in the best interest of “we, the people.” It should not be betting on winers and losers in the marketplace.
When governments and private companies put their individual interests, above our collective interest, it’s “we the people” who lose. The Obama administration’s Solyndra scandal is a self-centered solicitous affair that is two-dimensional at best. Since the company head was a fund raiser for Obama, however, it appears the funding was a quid pro quo that benefitted them at the expense of US.
The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context (MRC) focuses leaders on behavioral and character traits necessary to achieve the three essentials that contribute to organizational success. Three-dimensional leaders consistently focus on the mission and get people at all levels of the organization to do likewise. Properly focused leaders negotiate the context appropriately to deploy resources and continually align them so employees can succeed at their jobs. Thus their organizations have a high potential to succeed.
The federal government should see the big picture context of “we the people.” By investing in a private enterprise, everyone concerned looses sight of the mission. Solyndra should have focused on the mission of designing a business whose products and pricing would appeal to customers. Instead it focused on lobbying the government for money. The government should not be creating “us vs. them” situations by pitting one private company against the others. The mission of government is to do what is in the best interest of “we, the people.” It should not be betting on winers and losers in the marketplace.
When governments and private companies put their individual interests, above our collective interest, it’s “we the people” who lose. The Obama administration’s Solyndra scandal is a self-centered solicitous affair that is two-dimensional at best. Since the company head was a fund raiser for Obama, however, it appears the funding was a quid pro quo that benefitted them at the expense of US.
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