Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com
Given all the articles, book, lectures and discussions about leadership, you might hope that CEOs – particularly young ones – might have some idea about what it means to be a leader and, more particularly, what it means for them to be a leader. Such hopes founder on the rocks of the legalistic – and often formalistic – rationalizing that often spews forth from CEO’s trying to assert their ‘authority’ over the team. There are a number of variations on this theme:
- I am the leader because I am the founder
- I am the leader because I own the most stock
- I am the leader because the investors say I am
- I am the leader because somebody has to manage the business
Whatever the variation, the core of the argument rests on a misunderstanding of that it means to be a leader.
Recently I worked with two different CEOs. I was building a sales organization for each. Both engagements went extremely well. Within six weeks, I had brought A-level sales people onto both teams. As the sales teams began to settle in, the difference between the experience and understanding of the two CEOs began to surface.
The first CEO had almost two decades of increasingly expansive experience. He knew that his authority arose from what he personally could accomplish – what he could deliver. He also understood that he should bear responsibility for his own failures to perform. As a result, the dynamic at hand-over – my fading away – was both professional and without incident.
As I reflected on why this went so easily, I realized that this person was:
- confident of his own capabilities
- in the habit of leading by example
- knew that leadership comes from trust that is built up through cumulative experience
- not threatened by the fact that, at the beginning of building the team, I knew his sales people better than he did
The second experience was somewhat different. In this case, the experience levels of the sales people were much more extensive than that of the CEO. He had never built a team or led one successfully. In the past, he had shown a tendency towards expediency – a willingness to have others pay for his inability to deliver. As a result, the dynamic at hand-over focused on legalistic interpretations of authority accompanied by a plea that I ‘not undercut’ his leadership.
In this case, it was clear that this person was:
- not confident in his own abilities
- in the habit of leading by dictate rather than example
- thought of leadership as something that one put on – as a coat
- was threatened by the relationships that had built up during the recruiting process
These two experiences got me to thinking about leadership – what makes for a leader and whether you can teach leadership. On the second question, I suspect that the ideas behind leadership might be teachable but leadership is not. For me, it is much like trying to teach someone how to be ‘human’. Those of you who have spent much time in the anti-humanist technology sector will understand what I am getting at. For people who see others as objects to best of ‘manage’, the concepts of ethical treatment or compassion may roll off the tongue but the behaviors seldom change.
The high-relief version of the question is ‘is talking the talk enough’. People who mouth the words – who talk confidently and knowingly about leadership – but do not seem to be able to get anybody to follow them – what would you call them – leaders? It seems to me that education is not near enough – knowledge is not power when it comes to leadership. Power comes from being a leader that people will follow – not reading about and talking about being a leader that people will follow.
So, to return to my first question – what makes a leader – over the years, I have come to realize that the followers grant leadership. We have words for the alternatives – we call them tyrants, dictators and bullies.
- Leadership begins with a self-confidence based on experience – you know what you can do, why it is important to the company/team and are willing to take responsibility for your failure to deliver
- Leaders have an ability to see their team members as individuals – know what motivates them, correctly estimate their strengths and weaknesses
- Leaders do not allow others to suffer because of their failures – I know one CEO who regularly docks his own paycheck when he came up short
- Leaders realize that they must earn the right to lead a team – earn the trust and faith of the team members – and earning means producing
- Good leaders have an inherent sense of fairness – one that they will not violate under any circumstances. Those that contribute will be recognized and rewarded – those that do not will be dismissed and will not be rewarded
In the end, the test of any leader is in the strength of the dedication of their followers. Leaders are made by followers – defined by the trust that they are willing to invest in their leader.
© Dr. Earl R. Smith II
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Related Articles:
- Nine Steps to Becoming a Great Leader
- Leadership Development – Assembling a Team
- Leadership Development – Commitments and Results
- Leadership – Teams of Leaders
- Leadership – The Subtle Dance
- Leadership and Following
- Leadership – a Sense Outside of the Self
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122 Responses to “The Essence of Leadership”
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Daniel Cho wrote:
I think common vision is easy to create. It is “Common”. so it is blending between my need and his/her needs. Why we needed a vision, since otherwise there is no need for us to work together.
What I find most effective, is to define a big vision, that is common to both of us, and eventually if realized, both will benefit almost equally. Big vision, then we move each time a baby step towards that vision. As long as there is still the common vision, we both know where to go, how to reach there, and the only question is “when?”.
Why I suggest taking baby steps, is that if you take giant steps, then the other party cannot follow, they will give up. You are also becoming inpatient, and you also will give up.
By taking each small incremental steps, each can celebrate upon some landmarks, each can review the success and feel proud about it. Each can see how far to go, and encourage each other to keep geting there.
With a common vision, we have focus, we have measurement, and we have accountability.
I will try my best to align the vision with one of the business goals or some KPIs for the organization, to try to kill 2 birds with one stone (so we say in Chinese). But this is not necessary, sometime will even be counter productive.
How you arrive the vision? Lot of consultancy skills and selling skills and coaching skills, and most important, lots of fun.
Bob Bell wrote:
i don’t think we are all that different in our views. in my version of the tango the people of the organization are empowered to be leaders in their own right, use there creativity, make changes and spur growth. That is done within the scope of the overall vision of who the company is, where it is going and the broad guard rails to work within, which is set by the “person and/or board that opens the door” in your tango. if this is done correctly you are right in your tango analogy, you really can not tell if he/she is leading because the whole organization is leading themselves.
Its a great subject, hope i was not confusing.
Bob
Sharon Drew Morgen wrote:
i have a very different view of leadership. it comes from dancing the tango. the expression in tango dancing is that if you can tell the leader is leading,it’s a bad leader. another tango expression is that the man opens the door, the woman ‘walks’ through using her own personality and style, and then the man follows.
because my work is based on a decision facilitation model i’ve developed, put together with my beliefs about a leader being a great follower, i give leaders the responsibility to support their ‘followers’ in making the sorts of internal decisions that align with their own values.
one of the difficulties i’ve seen in organizations is that they want to create change and give leaders the job to do so, using ‘great’ information and logic, rather than helping folks actually go inside, make relevant changes, and BECOME the change.
sd
Bob Bell wrote:
Dr. Smith, I can give you my opinion of leadership based on my 40 years of experience in big and small companies. First, leadership and management are different. Managers, manage tasks. Leaders are people with these, as well as other traits.
1. They are visionary. They clearly see the big picture and the road that needs to be taken.
2. They have a strong moral compass and can communicate those values to the organization.
3. They can inspire people to achieve more than they think they are capable.
4. They are decision makers. They will make a decision, within the scope of the position, take responsibility and share the success.
just one retired persons opinion
Bob Bell
Daniel, thanks for two very thoughtful and thought provoking comments. Your point about common vision is particularly interesting. What would you suggest is the best source of that vision? Dr. Smith
WorldClassBusinessConsultant.blogspot.comThere are more books and articles on Leadership than their are leaders. It’s tiring to see so many people reading the self development books searching for answers to help them become what they are not( and probably never will be.
Watching a true leader who matches your value system might be the most practical approach. Many people in Russia think that Stalin was great leader because he was strong. A young lady in Greece told
me she thought Madonna was a great leader because she was so rich. These were well educated professionals who’s world view is much different than ours. For me the mark of a Leader is some one who posses High morale values, a person of unquestionable integrity, a vision of where they want to go, humility of servant hood and has the ability to communicate in such a way that others see what he sees.
http://www.WorldClassBusinessConsultant.blogspot.com
Daniel Cho wrote:
And in our company there are a lot of good managers, but very few good leaders. And what make leaders more wonderful, is that you do not need to assert force or authority to the team, since they are so empowered and engaged, they wish to do all their best to accomplish the results. My problem is always asked them not to take too much over-time, and stop working when they are sick.
Good leaders that I had met, always deals with people more than workload. Always look at the whole being of his/her team members, and help them to find the energy and fire on what they do, link what they do to the big picture, and help to resolve all conflicts/issues so he/she can concentrate on his/her work, and not the politics or tedious approval cycle.
I had 2 great examples of great leaders in my company:
My manager when I was young, once told me to stop traveling, since my wife is expecting a baby in the next 4 weeks. He told me to pass him all of my overseas work, so I can be sure I can be with my wife on the date of delivery. Since that date, I never say “no” to his request, since he first served my needs.
My other manager whom come to the office in the morning, ask people to go to his room, whenever he detected they look funny in their face. Then asked: “what happened, what bothers you?”, “Why are not not happy”, “What can I do to help?”. He helped to saved me from leaving the company multiple times, and he promised if I waited long enough, everything will change the way it needed to be. It all came true, and now I loved my company and my job. He did this to all levels of his staff, not just the smart and important ones.
Now this is a nice quote from the wisdom of a Chinese Leader, which I admired:
Go to the people. Learn from them. Live with them. Start with what they know. Build with what they have. The best of leaders when the job is done, when the task is accomplished, the people will say we have done it ourselves.
Lao Tzu
In more practical terms, I tried to spend a lot of time to create a common vision, so I can share to the team where I wished to go. Have 1 on 1 meeting with them, to understand where they are, and help them to consider their best paths to go in the direction of our common vision. At the same time, look for what he/she cares, including their career development, and try every day to find opportunity to develop them into a better person, and a better employee. Not for the company, but for them to be able to grow into someone fantastic, and someone they and their children will be proud of. I personally tried to take as little credits as possible for the great work my team has done, but will not take any less credit in front of management on behalf of the team on their great work. “Visible Value Creation” is my theme, if they had created a value for the company, they will be visible, and will be remembered and rewarded.
Afterall, leaders are just human beings that are lucky to have the power to make decisions. They are not any better or worst than all other members of the teams. And it takes always a great team to win.
Daniel Cho wrote:
I also asked myself a lot this question. And from my own experience, if I know where I am, and able to explain to my team. Know where I want to go, and get agreement with all my team. Then I go first to clean the path from all possible obstacles ahead of the straightest path from here to the goal. Most smart people will follow, some smarter people will even find a shortcut, the not so smart people will wonder around, and those are the only one you should provide them a Navigation system.
I found a few good quotes from the Web:
Favorite Leadership Quotes #1
Management is doing things right; leadership is doing the right things.
Peter F. Drucker
Favorite Leadership Quotes #2
Don’t tell people how to do things, tell them what to do and let them surprise you with their results.
George S. Patton
Favorite Leadership Quotes #3
Leadership is the art of getting someone else to do something you want done because he wants to do it.
Dwight Eisenhower
Gene Sasso wrote:
Servant leadership exercised well eliminates the tension between leader-as-visionary and leader-as-doer. Janus-like, the good servant leader is both simultaneously. If not the essence of servant leadership, it’s crucial to success.
Diane Gray Concialdi wrote:
Since a lot of these qualities are “hidden inside” the leader, it would be nice to know one by some type of armband or X on the forehead.
It requires lots of “face-time.” It’s almost easier to find out who are NOT leaders, according to Randy’s list above. Great post!
Randy Hallowell wrote:
Dr. Smith,
I agree! I will add this to my list.
But, inattention to results probably implies one is also not paying attention to details. A rather nasty recipe for disaster.
Thanks for your insights. As I said, this is subject matter of great interest to me. I look forward to other comments and discussions.
-Randy
Randy, Thanks for the comment. Your list of characteristics of a bad leader seems to be missing on. You add Inattention to results – but how about inattention to details? Dr. Smith
Bruce Clinton wrote:
Dr. Smith- again very thought provoking-
There is always leadership by example at any level- Vision needs to be formulated and team leaders need to shape the team vision to meet the organization’s vision- The answer then is it depends on your role with the organization.
The organization’s owner needs to formulate and communicate a vision for the organization. 50% vision / strategy 50% building the team carrying out vision through others
Line manager forms a vision tied into the organization’s vision- 20% vision
50% building a team and perhaps 30% personal production.
The further away the leader is from making and doing the more strategic is their role- I always see building a team at 50%
Randy Hallowell wrote:
Dr. Smith,
I read your article. You are correct! A leader becomes a “leader” because someone “wants” to follow them!
The essence of a Good Leader is EFFECTIVE COMMUNICATION! From these words, many things flow.
A Great Leader follows these 3 rules:
1. Create teams that employees will fight to join
2. Lead through passion and energy
3. Communicate in the simplest terms
I’ve read and collected a lot of information over the years that I have used in my Leadership, Communications and IM seminars/classes.
Amongst these are 7 Qualities of a Good Leader:
1. A good head to be able to evaluate the quaility of ideas and suggestions presented to him/her.
2. A good heart to be able to be compassionate and fair with the people who follow him/her.
3. A good spirit to be able to hear the voice of God. Some paths God will lead you down don’t always make head and heart sense at the time.
4. A good eye to be able to see things other people cannot. And the ability to see things through the eys of others.
5. A good tonque to be able to communicate the vision to the team and motivate them to follow.
6. A good hand to be able to do the things that need to be done. Knowing the right way is not always the easy way.
7. A good foot to set an example for the team. A minor flaw can outshine a major mission in the eyes of small minds.
There are 5 basic disfunctions of a ‘bad leader’:
-Inattention to results
-Avoidance of accountability
-Lack of commitment
-Fear of conflict
-Absence of trust
These disfunctions are charactoristic of any invironment in which a team or group of people cannot ‘function’ as one.
A great leader never shoots the messenger. Instead, he/she is always open to new ideas. One person can never have all the best ideas!
A Great Leader surrounds him/herself with people who are stronger then they are. The leader will nurture the strengths of others, thus growing and maintaining a team that is not only strong and results oriented, but, is a team “others will fight to join”. Everyone wants to be on a winnig team. One that they are comfortalbe in dynamic engagement, participation and contribution.
In the end, if you have a good leader, then you have a group of ‘good leaders’, after all, “Behavior Breeds Behavior!”
These are subjects that interest me greatly. I’ve participated in, lead some, and developed good teams in my time. Effiective, Honest Communication is the first stepping stone.
Thanks for five great comments. One question came up as a result. How would you balance the definition of a leader between leading by having a vision and leading by accomplishing more in the direction of the vision? In other words, how much of a leader is a visionary and how much is a doer extraordinaire? Dr. Smith
Gene Bellinger wrote:
Earl, great piece. I really connected with the first bullets; “I am the leader,” though not a leader. Inciteful choice of words. I don’t know if you can teach it, though I know that one can learn it — if they choose. Leaders made by followers? I can attest to this from experience also.
As to the essence of leadership, there are two references I am most fond of: Leadership is an Art by Max DePree and Servant Leadership by Robert Greenleaf. A quote from DePree I always considered meaningful; “A leader’s first responsibility is to define reality and a leaders last responsibility is to say thank you. Between those the leader should be a servant.”
Bruce Clinton wrote:
The best leaders have the unique ability to get people to do things because the want to rather than because they must. People buy into their vision. They provide an environment for positive motivation to take place. They have integrity. They are professional managers / leaders and build a great team with good selection and development processes. They have a great sense of timing and are available and approachable. Finally, leaders really understand the people on their team as individuals and look for opportunities to help each person achieve their personal goals, as well as, the teams goals.
Rachaelle Lynn wrote:
Great topic! A great leader is experienced in the field/industry, is intelligent with excellent critical-thinking skills, is diplomatic and even-tempered, values open communication and teamwork, doesn’t micromanage, possesses poise and quiet confidence, doesn’t allow ego to influence business decisions, has great character, does what’s right even when it’s not what’s easy, and inspires trust and loyalty in others.
Richard Dickerson wrote:
All of the above plus a willingness to to serve others, make them look good, hold them accountable, inspire them to action, set the example.
Sharon Nins wrote:
Thank you for raising this question Dr. Smith. A good leader has well-honed people skills, motivational skills, innovativeness, open-mindedness, and above all to carry himself as a person that other people would desire to be like. This last trait goes beyond just being a role model.
Sharon Nins
John Kenworthy wrote:
I agree with you Earl that Leadership is “oft used but seldom understood ideas”. I asked a similar question myself, asking if leadership is just an aspirational idea or is it really more than management ( http://cli.gs/Ha35U1 )
My own view is that leadership is a process of influence (actually it’s not “my” idea, but the likes of Ken Blanchard, John C Maxwell influenced my thinking and hence led me to the same conclusion). If at any time you seek to (deliberately or not) influence another person, you are taking a leadership role.
“Good” leadership is a perception (mostly based on values) – if you follow, then it is good leadership… for you.
Great thought provoking article.
Have a blessed day
John
John, thanks for the comment – great summary. Dr. Smith
John Deckys wrote:
Additional thoughts… leaders provide vision, direction and inspiration/motivation. They suround themselves with great people, and are humble and wise enough to seek their counsel, but have the courage to draw a line in the sand and make the hard decisions even when its against the conventional wisdom. Additionally, they have the ability to navigate through changing environments (an essentiual ingredient in today’s rapidly changing international environment). Last, but far from least, they feel honored and humbled to serve those they lead.
Alexis (Seungeun) Kim wrote;
This reminds me of a recent article I read. And I would like to share it with you.
http://blogs.harvardbusiness.org/baldoni/2009/11/what_it_takes_to_lead_now.html (What it takes to be lead now)
John, Thanks for the comment – a good, solid point. I suspect that it may provide an interesting way to distingush between leaders and managers. What do you think? Dr. Smith
John Bryan wrote:
Having just returned from Prague where I presented a paper at the annual meeting of the International Leadership Association, I suggest that a starting point for the essence of leadership is having some place to go and getting others to follow you on the journey to that place. It seems that some would-be leaders forget that both are necessary. You cannot lead if you have nowhere to go and no followers.
Margaret Reynolds wrote:
Here is a quote on the definition of leadership from a great leader, Joe Scarlett, past CEO of Tractor Supply and currently founder of the Scarlett Leadership Institute at Belmont College. I interviewed him yesterday for our CEOzine on Leadership which is available through our new program CorporateStrategicLeadership.com, being released next week! So this is hot off the press: “Surround yourself with great people, communicate clearly, empower and trust, and get out of the way”
Sri, Your comment illustrates my point. The concept I was advancing may be more complex and subtle than you either are prepared to consider or can consider. An example out of human development might prove useful. A child develops the capacity for language at a certain point in their development. The brain needs time to evolve to that point. Before that, it is useless to try to teach them language. Also, younger children have difficulty with the concept of percentages and wholes. If you divide a mass of clay into two parts and ask them if there is more clay they will often reply yes. The same is true of the relationship between leaders and followers. In Zen there is a saying, “when the student is ready the teacher will arrive”. I have worked with teams that were not ready to be lead – by anybody. There was nothing to do but let them evolve until they were ready. Leaders are magnified by the receptivity of their followers. I remember my involvement in the United We Stand campaign. Ross Perot was a relative unknown politically but his movement caught on very rapidly because there were lots of people ready for the message and hungry for someone to follow. So you see, my point has more to it that a simple-minded characterization of selling soft drinks. Dr. Smith
Sri Ram wrote:
Dear Dr. Smith , I have been following this thread with considerable interest and have also found reasonable wisdom being spun around , a lot of theories and some rare few hand crafted gems …many inputs belonging to the latter category actually came from you … but for once I think some part of what you’ve posted disagrees with your own thought process so far – I am referring to your last post – I think its not really right to say that “you need leadable people to lead” – that’s like saying you can only sell a beverage as long it is Coke
Anthony, Thanks for the comment. I wanted to highlight one point that you made – leaders need lead-able people. One of my favorite sayings is ‘you can lead a horticulture but you can’t make her think’. Some groups are merely gaggles of unfocused and undisciplined semi-adults. In such groups, leaders are useless. A herding dog will produce better results. Leader’s capabilities are magnified by the intelligence, determination and collaborative strengths of team members. In such situations, all members are leaders of sorts and the team can accomplish far beyond its expectations. Dr. Smith
Bruce Fowler wrote:
“If your ACTIONS INSPIRE others to DREAM more, LEARN more, DO more, and BECOME more, you are a LEADER”. ~ John Quincy Adams
Anthony Garofalo wrote:
Dr. Smith,
In my opinion a leader is someone who motivates people to achieve more than they believed they were able. A leader takes a team and makes it more than the sum of its parts. This is why leaders are followed, because they fill those around them with pride and confidence in themselves. They also share the accolades achieved and realize none of it was possible without the team.
I have personally been a leader in a variety of situations and have been under the direction of many would be leaders and a slim few true leaders. The real leaders, the effective leaders, all have their own style. The common thread is the why. Why are people following? Simply being in a position of authority is not enough. That only makes a manager, a leader by title but not in substance. The real leader inspires.
However, some teams are easier to work with than others. The ability to inspire different teams reveals the leaders acumen. A very competent leader can inspire almost any group, whether that group is cohesive or chaotic, transcending the group dynamic.
-AG.
Philip Yim wrote:
In order to capture the “Essence of Leadership” one most define define the conext/environmental circumstances in which one is expected to lead.
Consider Winston Churchill as a leadership case study.
Most ‘modern’ terms and definitions of ‘good corporate leadership’ are really a reflection of society at a given time frame. They are “politically correct definitions” for the moment.
GARY wrote:
Thanks. In Canada we have little models of military.
TEAM:
ON INTEGRITY: The question on the essence of leadership is critical as we go into 2010 and in my global corporate experience.
In the financial circles integrity has become a desirable competency.
Most corporations have stated Core Values and items related the “stewardship and integrity are common. However, the key has been getting these lived out and modeled by leadership.
Dick Brown wrote:
Gary – Forgive me, but I have trouble addressing purely abstract issues.
If you want to see how an organization can sucessfully manage leadership while limiting power and authority (in an enviroment where major errors can be truly catastrophic) … Try any professional military force.
GARY LEONARD wrote:
Dick. You move the subject forward is discussing the “source” of leadership.
I am reflecting on the difference between a) source of leadership and b) essence, as well as the c) fuctional outcomes/results/tangible measurements/short term versus long term and d) the “relational” outcomes [eg strong 'team' is built for the furure].
I wounder how we experience this in an organaization and also “How do we set up ogranizational systems’ to measure and maintain throughout and deep into the organization…?
g
Dick Brown wrote:
I’ll submit that leadership comes from “Power”. Although Lenin once said this comes from the “barrel of a gun”, but there are many other sources … or, have I just spent too much time in the real world?
Bruce Fowler wrote:
Dear Dr. Smith,
Terrific article! Thank you for sharing and asking the question.
The subject has always intrigued me. In my humble opinion, honesty and integrity should go without say. Using my own experience as my guide I believe that a true leader must ALWAYS be capable/willing to lead by example and view leading others as a priviledge not as a right.
Thanks again for opening the discussion. Reading your artcile was time well spent.
All the best to you Sir.
Sincerely,
Bruce Fowler
Gandhi Mukkavilli P.Eng; PMP wrote:
• In my opinion, a natural leader is one who consistently behaves as per the values he professes to the benefit of many. Good or bad is dependent on those values. He will then have followers/admirers whose values also match with his and are attracted to him with the belief that he would lead to achieve the common objectives. That is why you see leaders at every level without formal authority.
• In situations of conflict, this admiration and respect make others accept his advice and come to a resolution. They remain leaders as long as their values are tuned with those of the followers. These leaders usually rise to high positions, if love for position/authority is also one of their values, by the support of these followers/admirers. Mahatma Gandhi is an example of great leadership. Many dictators were good leaders but became bad after tasting absolute power.
• The leaders that you are referring to are appointed, not usually by those who admire them, and are asked to lead with a formal authority over their followers. Some may prove to be leaders and others may not.
Mark Wilson wrote:
Being a good leader is taking responsibility for everything you do and never pointing the blame at others, even when you know they were at fault. You always show a zest for life and a passion for everything you do. People know they can come to you with real issues and you will listen and try to help. A successful leader will have those around them wnat to strive and get ahead. Their traits will rub off on others.
GARY LEONARD wrote:
thanks Emad.
It has also been a point of consideration for me as well. It is partly related the the issue of: process versus content [in psychotherapy we filter input for seeing clearly the process]
In leadership, Core Values [and the content of "vision" that was also pointed out by Margaret above] is key. There is the “functional as well as the relational side of this topic.
We noted earlier the critical aspect of the leadership seen as a Relationship.
As you point us to the functional side of the equation we start asking about the values and tangible results, goals and so on.
The question that Earl raised is profound with complex discussion points. And fun to unpact. And important.
[ps I was CFO for World Vision which is NPO as well as CFO in very high profit seeking enterprise. the issues of leadership were the essentially the same]
Emad Samwel, MBA wrote:
Dr. Smith, thank you for an excellent article that summarizes the dilemma faced by many CEOs. I would like to share a bit of my personal experience on the subject
1) Early in my career, I worked as a navigator in the merchant marine. I sailed around the world and have interacted with many people from around the world. In my experience, some people will never be leaders simply because they do not want to be leaders. They do not seek it and they do not want it. However, societies everywhere associate success with being in higher positions and getting paid higher salary. So, they seek promotions, higher pay, and try to be what they are not. I think we all know that these leaders end up causing more problems than help.
2) When we sailed across one of the oceans and the weather was fair, anyone could have fulfilled the role of the captain. However, when we faced the storms, not everyone can continue to be the captain. If someone in the leadership position who is not a capable leader faces a storm they try many tactics to assert their power and show people that they can lead. This may include consulting the team, seeking external help and advise, etc. however, the key is not just getting the ideas, but be able to discern which one will work in any particular situation and then be able to execute and deliver. One who is not a real leader, even if they have the power, they cannot lead.
3) The most important factor I found is definitely not the ability to get people to follow them. Simply compare how Hitler was democratically elected and had many million Germans following him while he was leading them and the rest of the world to hell. On the other hand, look at the leadership of any of the spiritual leaders such as Christ, Ghandi, etc. They inspired people and affected the course of history, however, at the end they mostly lived and died pretty much alone. I think this says more about the followers than the leaders. so the questions is WHY do people follow a particular person?
4) Since the late 1970s and early 1980s the value system in the western world has fundamentally changed, in terms of how we value the power of money. “Greed is Good” if I may quote Michael Douglas in the movie Wall Street. In the last 18 months we have seen the results of that. My point here is this: “To what extend would a leader be willing to go in order to achieve a profitable success?” Most leaders compromise some of their values in the name of success. The question is how much compromise? during the last 30 years, leaders became leaders by destroying their competition, firing people and causing their staff (the people that trusted them and followed them) to lose their jobs, homes, and in many cases, their marriages and family. The value system dictated that the leaders must serve their [rich] masters “at any expense”. If a leaders cared for their staff, tried to lift them up, inspire them, etc. they were either judged as “Weak” or “ineffective”. So, the question here is How do we measure a leader’s success?
5) Finally, the followers’ values also play a role here. many people have a sense of entitlement, they “deserve” to get all the new and most expensive products and toys without really earning any of it. Their work ethics is definitely nothing to write home about. Obviously these are generalizations and do not apply to everyone. But let us consider this question, if you are their leader, what will you do to lead them? how far will you be willing to compromise to gain their trust?
From all of the above examples I would say that leaders who truly changed the world to be a better world, in almost all cases, they subscribed to higher moral values and in many ways did not really care if people followed them or not. This is obviously very difficult to achieve in a for-profit type of organization. As a leader one can either worship the higher morals or money. One can not have both, so how much will be the cost of becoming a good leader???
GARY LEONARD wrote:
Thanks [Margaret] for the article.
Agree, and my experience has seen the best leadership occur [such as Emerson Electric, World Vision where I was CFO] that has been strategically grounded in a clear, communicated [organizationally] and shared vision. It needed all aspects put in place. The results where significant [and avoiding events articulated in Collin's third book including the Toyota surprise].
I also pick up on your refere3nce to “servant leadership”. This has been profoundly important for myself. I have encountered many leadership collegues [CFO VP finance level] who have never heard of the term. [but we both know where that comes from].
To the extent that source is lost; america organizational life is in trouble. Even when Farvre and Manning throw turnarounds; strategic vision will endure to the end.
Margaret Reynolds wrote,
Like you I see a dearth of leadership in corporate america today. It is much easier to be a successful “leader” in good times that tough times. So how do you know what a strategic leader is and wha tit looks like? i wrote this article to share my views. In my opinion a good leader is a strategic leader –they know where they are going so others will follow and then of course, they must be the kind of leader others choose to foollow, which is where integrity and servant ladersthip and humility come into play.
http://corporatestrategicleadership.com/publications/newsletters/what-does-a-strategic-leader-do/
Charles Warren wrote;
…good comment in Naval Institute Proceedings this month: you’re only going to be as good as your subordinates want you to be. But, then, there’s something about Navy selection. It seems to me I’ve yet to meet a four-striper that I didn’t just want to please…
Lou Cattaruza wrote:
Come let me show you how to experience those qualities that create satisfaction in doing a great job, come let me show you how contribution is a function of satisfaction and choosing to contribute to others is simply a choice you make every moment of the day. Once you master the choosing welcome to its abundance.
GARY LEONARD wrote:
LIVING LEADERSHIP:
].
Personal note: My wife and I have a Leadership and Counselling Center in Ontario [just east of Toronto]. In this training we do “experiencial learning” approach in the seminars and retreats that we do. Experiencial learning approach is one step closer the ‘actual’.
and…this however is still short of actual ‘field practice’.
It is agreed that In the business [or NPO] world, “Actions” are larger than words. Where the rubber hits the road.
PERSONAL: For my personal development; it has been a lifetime of intentionality [persistant, relentless attention to] in both the head and heart growth, and then putting into action. Striving to be in positions [jobs] of leadership where I feel that I have learned more from my ‘team’ than anything.
For my personal experience [eg. CFO in large organizations] it has been important to have “leadership competencies” specifically a part of ‘annual performance reviews’.
That is where I find the questions you raised very important. It needs to become a part of organizational learning [learning organization] and i[ntentional] actions. To me; functional good leadership is the most critical need for organizations [including the family].
I am an ENTJ but also ensured that I equally understood and appreciated and accepted all my team members. A leader needs to care about others [in my opinion
Gary, Thanks for a series of very interesting comments. They remind me of the old saying, “keep you eye on the ball, your shoulder to the wheel, you nose to the grindstone and ear to the ground – then try to get anything done in that posture”. I do a fair amount of leadership coaching and have found that books and theories make people experts on leadership theory but not leaders. My most effective work ends up being with clients in their day-to-day work environment. By taking advantage of actual occurrences and by providing immediate and focused feedback, I have helped them make much greater progress. One of my favorite leadership sayings is ‘thinking about leadership is not leadership, talking about leading is not leading.’ How do you handle the challenge of developing leaders rather than experts on leadership theory? Dr. Smith
GARY LEONARD wrote:
LEADERSHIP IS GROUNDED IN VALUES AND MEANING…
1) The Nature of Values:
Having values means ‘knowing what you stand for’. Values are broad in scope ranging from the tangible to the intangible. For example we might say that we value money on the one hand, and honesty on the other.
Values are:
Foundational
Multiple
Complex
Drivers
Sometimes conflicting
Emotionally held on to
2) Values In Action and ‘Virtual Values’:
Values reflect what we consider relevant and important. What we value will effect what we do. Another way of looking at this is to say: ‘what we actually do will reflect what we truly value’; despite what we simply say or declare to others what our values are.
Values are the intersection where beliefs move to action. If we say we value one thing and do something else these are what I call “virtual values”.
3) Value Driven Behaviour:
Underlying individuals and relationships are a complex system of values. Alignment, compatibility and focus are facilitated when all these values are integrated, shared and lined up.
Values alignment will help give voice to MISSION and VISION. Values, mission and vision address the fundamental questions of “Who, What, Where, When, Why and How’ (see diagram).
4) Core Values and ‘Values in Practice’:
Values are expressed and operate at different levels; they can go from the very abstract to the very practical level. Values can be expressed in the fairly abstract [or vague and nebulous] to very specific. For example; I value ‘success’ or I value ‘education’ or I value ‘fast cars’ or I value ‘time with my wife’.
VULES Levels include:
a) Core Values, and
b) Values In Practice (expressing our value driven behaviour)
GARY LEONARD wrote:
here are some Leadership Quotes:
“Anyone can say that he has integrity, but action is the real indicator of character. Your character determines who you are. Who you are determines what you see. What you see determines what you do. That’s why you can never separate a leader’s character from his actions. If a leader’s actions and intentions are continually working against each other, then look to his character to find out why.” John C. Maxwell, Qualities of A Leader
“Principles are not values. A gang of thieves can share values, but they are in violation of the fundamental principles we’re talking about. Principles are the territory. Values are maps. When we value correct principles, we have truth — a knowledge of things as they are.” Stephen R. Covey, The Seven Habits of Highly Effective People
“Leadership is influence. Every leader has these two characteristics: (A) he is going somewhere and (B) he is able to persuade others to go with him. Influence by itself is not enough. That influence must be measured to determine its quality.” John C. Maxwell, Developing the Leaders Around You
“Leaders must take a role in developing, expressing, and defending civility and values. In a civilized institution or corporation, we see good manners, respect for persons, and understanding of ‘good goods,’ and an appreciation of the way in which we serve each other.” Max DePree, Leadership Is An Art
“Finding your voice is absolutely critical to becoming an authentic leader. If you can’t find your voice, you’ll end up with a vocabulary that belongs to someone else, mouthing words that were written by some speechwriter, or mimicking the language of some speechwriter, or mimicking the language of some other leader who’s nothing like you at all. Clarity about personal values is more important in our attitudes about work than is clarity about organizational values alone. Ultimately it’s people who decide if the organization is a great place to work. Those individuals with the clearest personal values are better prepared to make choices based on principle — including deciding whether the principles of the organization fit with their own personal principles! The data also establish that sending the executive team off on a retreat to chisel out the organization’s values, making corporate videos about those principles, conduction seminars on them, or handing out laminated wallet cards imprinted with the values all matter very little unless we also make sure that we ask individuals what they value and believe.” James M. Kouzes & Barry Z. Posner, The Leadership Challenge
“Lots of people with influence lack the character to use that influence constructively or Christianly. Once I spot someone with influence, I try to discern whether he or she has the honesty, the humility, the stability, the stability, the teachability, and the integrity to steward that influence well.” Bill Hybels, Courageous Leadership
“At the core of becoming a leader is the need always to connect one’s voice and one’s touch.” Max DePree, Leadership Jazz
“Winning Organizations Have Strong Values
•These values define desirable behaviors
•They support the organization’s central goals
So, whether through inherent wisdom or smart learning, winning leaders recognize the importance of having corporate values that support the organizations goals, and of making sure that everyone in the organization understands and lives by them. In order to do this, I have observed, winning leaders deliberately and consciously do five things:
1.They clearly articulate a set of values for the entire organization or team
2.They continually reflect on the values to make sure that they are appropriate to achieving the desired goals 3.They embody the values with their own behavior 4.They encourage others to apply the values in their own decisions and actions 5.They aggressively confront and deal with pockets of ignorance and resistanc Tichy, The Leadership Engine