Leadership Journey…Break all the Rules

July 30, 2011 By Leave a Comment

One could easily assume the proclivity to go out and do just as the title says break all the rules. The idea that great managers are revolutionaries feeds into the concept to break all the rules.. In the reality of public and private organizations breaking all the rules would not be the right thing to do. The primary focus of leadership is the ability to select talent, define right outcomes, focus on their follower’s strengths, and find the right fit. These concepts are profound but not revolutionary.

Initially breaking all the rules attracts the attention of the rebel in us all. The picture of Robin Hood righting the injustices of the big corporate sheriff seems right. The reader may at first get the impression that he or she can be the swash buckling leader coming in to set the captives free. Regrettably and appropriately, the leader must wake from the afternoon siesta and tread lightly. The manager can not come unadvisedly into an organization to upset the olive cart; especially if the stakeholders enjoy their olives. When entering into a new position, one would be best served to do no harm.  The title of this blog seems to encourage leaders to break all the rules; however, the premise is great leaders are those who simply know how and when to do the right thing. Not so much about breaking all the rules rather try to release courageous people from the constraints that organizational bureaucracy brings.

Organizational Bureaucracy Changed the Rules

Rev. Al Loma

Many in business quickly come to realize that he who writes the check is very important to one’s well being. In the online article, the dangers of a compliant bureaucracy, Kenneth Davidson writes that in place of frank and fearless advice is a culture of compliance. When the organization says jump, the response of the bureaucracy is how high (Davidson, 2003)?” Rules that were first ordained to serve those in the company become the master to be served. As a result of fear of retribution, lack of ability, or sheer cowardice managers just go along with the bureaucracy. A tight control and command system can suck the life out of your organization (Freiberg, 2005). Buckingham and Coffman are simply reminding us of what many leader managers intrinsically know. Even in bureaucracies, leaders do the right thing and do not let the rules rule.

Filed Under: Leadership Journey Tagged With: , , , , , ,

Leadership Journey…Politics

July 16, 2011 By Leave a Comment

Rev. Al Loma

Can the leader or should the leader avoid politics; of course not.  Politics places an economic value on the evaluations being done.  If people begin to bargain and negotiate based on a particular action, one can deduce that significant rewards are attached to the outcome of the evaluation.  Politics is woven into the fabric of evaluation.  Conversely, Russ-Eft & Preskill describe several conditions that would qualify an evaluation for a politics free zone.  The conditions are as follows (2001):

  • No one cares about the program
  • No one knows about the program
  • No money is at stake
  • No power or authority is at stake
  • And no one in the program, making decisions about the program, or otherwise involved or attached is sexually active.

Once you place to leaders into a room to find a decision, politics is present as it should be. The inference is that when a leader performs evaluations, a political tug of war may start. The implication of this anonymous statement is codified by the ancient writer James. But every man is tempted, when he is drawn away of his own lust, and enticed (Biblesoft, 1995, James 1:14). In any form politics can be ugly business but with out politics striving for what each leader believes to be best, business is ugly.

Conclusion

Ethics involve not only not deceiving or doing harm, but being true to the process (Brannick, 2005). Walter and Haslett (2002) write, “‘there is no simple or single answer.’ ‘the researcher has the role of creating the context and conditions for the conduct of the study (p.526).’” In any organization the leader is to Remain true to the process.  Never misplace this thought, “all facets of organizational success is built on leadership.” The ethical researcher/evaluator/leader must be supported by ethical leadership. Without proper support one  could easily be caught in a conundrum of relying on personal values and convictions while disobeying orders from upper level management.  The leader must come to the belief that during research it is better to stay true to one’s convictions even at the expense of resigning a position.  Or as illustrated earlier, one can justify unethical behavior for the sake of personal gain.  Ethical leadership requires the leader choose one set of moral values over all others, and then take full responsibility for his actions based on those values (Sample, 2002, p.119).

Filed Under: Christians and Politics, Leadership Journey Tagged With: , , , , , , , ,

The Leadership Journey…Ethical Evaluations

July 7, 2011 By Leave a Comment

The Evaluation Process

“By looking closely at the word evaluation, you will see the word value embedded in it (Russ-Eft & Preskill, 2001).” The noun “value” comes from the Latin “valere” meaning to be strong, or of value.  The word has carried the meaning of “worth” of someone or something for centuries.  Today the word “value” conveys the “worth” of something in an economic sense.  The very nature of evaluation is a value statement.  This begs the next question, who’s values do we use?  The best form of evaluation will find its roots in grey thinking where one does not form and opinioin about an important matter until one has heard all the relevent facts and arguments (Sample, 2002 p.7).

Value is like perspective.

There was this little child; he was so excited that he had pulled a cornstalk out by its roots.  When his father congratulated him, he beamed.  ”And just think,” he said, “the whole world had hold of the other end of it.

Perspective is how one look at things and what one sees when looking.  Ideally the values used will be an outgrowth of the data obtained with the core understanding that strategy and operations will move based on what is best for the organization, what is legal, what is socially acceptable, and in the case of a Christian ministry, what is theologically sound.  However, those purveyors of research must be cognizant that most are trapped by what Sample calls binary, good bad, right wrong thinking. Added to the good bad, right wrong thinking trap are the trappings of politics.

Politics

Politics plays a role in most decisions in any organization.  Performing and backstaging are commonplace but must be done a climate of high moral values and personal conviction. Pettigrow (2001) reflects that a fine line exists between acting in a politically astute manner and acting unethically (Brannick, 2005). What complicates this entire process is that working as a change agent cannot always be done with openness, honesty, and transparency.  This paradox of ethical behavior done without openness, honesty, and transparency places pressure on the leader and his or her superiors.  Russ-Eft gives sound guidance for the evaluation process (2001) when he quotes Patton’s (1977) suggestions for evaluators: (1) consider your own intentions and moral groundings, (2) exercise ethical care in selecting projects to work on and stakeholders to work with, and (3) be clear about whose interests are being represented or not represented in the evaluation.

Rev. Al Loma

 

The leader knows where ethical convictions begin to diverge from pure, cold self-interest (Sample, 2002).  One must avoid cold self-interests at all cost.  If we learn anything from the Bernard Madoff scandal is that cold self-interest takes no prisoners.

Filed Under: Christians and Politics, Leadership Journey Tagged With: , , , , , , , ,

The Leadership Journey…Ethics

July 1, 2011 By Leave a Comment

Ethics: Addressing Issues and Challenges

The ethics of an evaluation rest solely on the values and personal convictions of the one evaluating.  Newman and Brown (1996) define ethics as the science of rules and standards of conduct and practice (Russ-Eft & Preskill, 2001).  Unfortunately, on a daily basis or so it seems are articles, blogs, and twitters of unethical conduct by those in leadership positions.  Does Congressman Weiner ring a bell?  It clearly seems that business leaders have yet to learn from the shenanigans, which were commonplace at Enron and Adelphia before their demise.  Unfortunately, one does not have to look back to the Enron debacle; President Obama’s current cabinet appointments by most account do not pass ethical muster.  Government now has an admitted tax cheat in charge of the IRS, lobbyist procuring armament, and bankers who failed advising financial systems.  The backdrop for the current researcher combines the aforementioned with Bernard Madoff, the master of using his charisma to draw deep-pocketed unsuspecting clients.  The Economic Times writes, “With little more than his wit and the implicit trust of his elite community, the silver-haired money manager is said to have pulled off a fraud of gargantuan proportions, conning thousands of savvy investors (Coleman, 2009).”  Simply said, the biggest rip off in the history of mankind.

Personal Convictions

Personal conviction keeps a dream alive.  In this climate of bowling for billions, one must draw on personal convictions.  How else can any person move forward with leadership integrity unless he or she has some internal resolve to do the right thing?  Ancient writings describe what a person’s  thought pattern should contain.

Finally, brethren, whatsoever things are true, whatsoever things are honest, whatsoever things are just, whatsoever things are pure, whatsoever things are lovely, whatsoever things are of good report; if there be any virtue, and if there be any praise, think on these things.  (Phil 4:8, KJV)

How does one act if money or position comes into play?  With so many justifications do glean from in Newspaper Headlines, what is to stop all of us from “profiting” – everybody else is doing it.  As mentioned earlier personal convictions, keep leadership honest.  Do we simply trust personal convictions?  NO! In the terms of former President Ronald Reagan, we must trust but verify.

Dr. Phil Van Auken, professor of management at the Hankamer School of Business at Baylor University writes in their online article (2005), Church Health: Doing right things, doing things right, that organization operation is doing things right, and strategy is doing right things.  The operational process focuses on developing programs and procedures.  Russ-Eft (2001) reminds that learning, performance, and change professionals often find themselves caught between doing what they are asked and doing the right things.  As a part of doing the right things Auken stresses quantity, quality, timing, costs, accountability and feedback.  Costs, accountability, and feedback accentuate ethical responsibility:

  • Cost: Are resources being used at the planned rate and in reasonable proportion to anticipated results?
  • Accountability: Are actions being taken by the right people?
  • Feedback: Are the results of actions being collected, analyzed, and utilized to improve future performance (Johnson, 2005)

Rev. Al Loma

To insure ethical procedures, organizations must couple the most conscientious, honest, and ethical leaders possible with stringent cost, accountability, and feedback procedures.  Like all power it must be kept in-check.  Unrestrained empowerment can be a value killer (Buckingham & Coffman, 1999).

 

 

Filed Under: Leadership Journey Tagged With: , , , , , , , ,

The Leadership Journey…The Prince part 5

June 26, 2011 By 2 Comments

Another unintended result of a mercenary brought into play is the loss of the cutting edge of ministry.  The mercenary skilled and articulate causes the regular army to relax from their personal responsibility.  The Church initially receives a return from the mercenary’s abilities; however trouble lurks.  The danger is best seen when under attack.

Mercenaries are quite anxious to be soldiers so long as war is avoided, but let war come and they will either desert or flee (p. 52).  The church transfer mercenary will more often than not leave when the ministry is under attack.  If the pastor relies on mercenary giving to budget and mercenary involvement to manage, he or she sets him or herself up for failure.  The church’s financial base and ministry leadership must rely on and be built upon regular soldiers.

The relevance of the prince to the study of strategic leadership

Human behavior has changed very little over the ages.  How one conducts war on the field of battle in ancient Italy is not much different from the battle grounds of the global economy.  The Prince served to show that ancient Italian politics and corporate leadership use many of the same leadership techniques used today – albeit minus troop movement and beheadings.

Yogi Berra was once asked by a sportswriter while he was serving as the manager of the New York Yankees what was the most important thing in developing a world championship team.  Berra replied instantly, Hire world championship players (McCausland, 2006).

In sports, enterprise, ministry, and government to be a winner one must gain players who win. The winning players are the strategic leaders who can prepare for the global community.  In the same manner that Machiavelli viewed his landscape internally and externally, the strategic leadership must have (2006) a system that places the right people in the right places at the right moment.  McCausland has several talking points.  When speaking on developing strategies he says development must include the recruitment of quality personnel, experiential learning through a series of positions of increasing responsibility, training for specific tasks or missions, and continuous education that considers both policy and process (McCausland, 2006).  The prince in his special way and without exception addresses each talking point.  At the very least Machiavelli gives the strategic leader concepts to consider, similarities to appraise, probabilities to avoid, and possibilities to attain.

Conclusion

Rev. Al Loma

Machiavelli’s writing is at times self serving.  When he says my life is going to waste; I cannot go on this way… …Besides there is my wish that these a Medici lords would begin to use me (p. 5), one easily sees his motivation.  Most strategic leaders want their life to count.  Similarly, for Machiavelli at this juncture in his life, his demeanor was that of a man who wanted a chance to serve his country, make a mark on life, and prove his worth.  Are these not the same motivational factors culled in the every major institution of higher learning and Christian ministry?  Encouraging students/disciples to learn strategies and techniques to gain a prominent position in whatever field they may desire.  Machiavelli’s attitude seems appropriate, praiseworthy, and inline with any person of the 16th or 21st century who strives towards a strategic leadership position.

Filed Under: Leadership Journey Tagged With: , , , , , , , , , , ,

The Leadership Journey…The Prince part 4

June 18, 2011 By Leave a Comment

One leadership style of significance is the manner in which Machiavelli imposes his will on his reader. His assertiveness is hard to see. In fact, he risked being taken lightly when he said, though I judge this work unworthy to be presented to you (p. 15). His desire to leave an imprint and his understanding of the political games of his time prompted him to take the humble approach. He continues, nevertheless, I am very confident that because of your benevolence, you will accept it (p. 15). In other words, Machiavelli says I am giving you my best even though my best is not worthy of you. Gardner describes this attribute as ascendance, dominance, and assertiveness (p. 53). This advance was the first step in Machiavelli’s quest to leave his thumbprints on events.

Application in the workplace

Experience shows that only princes and republics with troops of their own have accomplished great things, while mercenary forces have brought nothing but harm (p. 53). In addition to the themes strewn beforehand, the use of mercenaries is a theme that lends itself to the ministry of Victory Outreach. To fully understand my explanation, give the following analogy the benefit of any doubt. Mercenaries equal church transfers, regular army equals members raised in Victory Outreach (VO), and the Church a military force.
Machiavelli says mercenary captains either are or are not skilled soldiers. If they are you can not trust them for they will always seek to gain power for themselves either by oppressing you or oppressing others against your wishes (p. 52). Church transfers with skill have the preponderance to undermined authority. Anecdotally, in my experience, I find the preceding statement to carry much weight. Over time, a conflict of philosophy arises and the mercenary tries to repress decision making. In my 26 years of ministry this has happened innumerable times.

The Desire for Territorial Growth

The lure of mercenary is the very skill that will create trouble in the organization. One example of many; a mercenary brings an understanding of tithing and giving. Tithing and giving finds it beginnings in scripture. Throughout the bible the reader is told that a tenth of the produce of the earth must be consecrated and set apart for special purposes. The patriarch Abraham paid tithes to Melchizedek. The most descriptive verse on giving and its effect on those who work in the church is 1 Corinthians 9:13-14.

Don’t you know that those who work in the temple get their food from the temple and those who serve at the altar share in what is offered on the altar? In the same way, the Lord has commanded that those who preach the gospel should receive their living from the gospel. (Easton’s Bible Dictionary, 2006)

Rev. Al Loma

Since the tithe is often the sole source of income, the snare is set for the desperate or untrained prince/pastor. As a result of their contributions, the mercenary believe they have a right to tell the leadership how to deal with the membership and how to operate the kingdom/church. Even though VO encourages input, decisions in ministry rest ultimately with the Pastor and his or her leadership staff.

Machiavelli declares that control of the troops should be in the hands of princes or republics (p. 52).  Ministry leadership should welcome mercenary help, one should be tempered by Machiavelli’s warnings and strive to develop loyalty via regular troops.  Notwithstanding that God if He chooses can bring in loyal mercenaries.

Filed Under: Leadership Journey Tagged With: , , , , , , , , , ,

The Leadership Journey…The Prince part 3

June 11, 2011 By Leave a Comment

Let’s continue our look at the leadership process through differing leadership styles.…

The process that produced leaders was the system of princes with their respective principalities and the means to obtain and maintain their spheres of influence. Machiavelli was a master of the process. His mastery was astute enough to know that differing principalities and princes needed equally different leadership styles.

Leadership style

How one successfully manages or leads followers is at the root of leadership style. The leader must develop enough flexibility to adapt when needed while not appearing so flexible that one senses insecurity. Poor leaders can weaken team work in even the most talented followers.  Consider duels and combats involving few men and note how superior Italians are in strength, in nimbleness, and in skill. But when it comes to armies, they do not show up well. This stems from the weakness of their leaders (p.96).

The context and process plays an important role in a leader’s development. Machiavelli in chapters 1-9 describes several scenarios where a prince may take charge of a principality. Each scenario can represent a different situation where the well trained leader/prince adjusts style.

The prince’s authority may have been achieved by hereditary, mixed, under foreign laws, acquired by arms and ability, arms and fortunes of others, evil means, and popular vote. Each situation demands a different style. If this demand is not met, very often the result was a loss of the prince’s power; even death. Machiavelli gives his audience individual game plans for specific principalities. For example, he writes of one hostile takeover situation that a prince should inflict injuries at once and give out benefits little by little (p.43).

In a corporate raid, a company purchases another through a hostile takeover. As soon as the new owners complete the acquisition; they close the company and sell off all the assets. This often takes employees by surprise, since it can happen in a matter of hours (Grabianowski, 2005).  Fortunately, these types of raids are less likely today but they are truly Machiavellian.

The prince had to have certain abilities. Gardner defines these abilities as task competence or the knowledge a leaders has of the task at hand (Gardner, 1993). Machiavelli constantly examines a prince’s ability to handle his subjects and nobles. A prince should be a fox in recognizing snares and a lion in driving off wolves (p. 68). Time after time gold nuggets fall from the mine of Machiavelli’s wisdom. Princes should delegate unpopular duties to others while dispensing all favors directly themselves (p.72). Strewn in each chapter are treasures of knowledge. Is it better to be loved or feared, how a prince should keep his word, and how to avoid contempt and hatred are just a few the instructions.

One crucial element for a prince was access to sufficient power and resources to stand on his own when a need arises (p. 47). Can the prince mustard an army of men and provide for them financially? The prince’s security rests on how well he has treated his subjects and the strength of his city’s infrastructure. Looking at the previous hostile takeover example one once again sees similarities in the following. The prince like companies today must incur costs to ward off hostile takeovers. The prince must have a takeover defense strategy to fend against fear. Constant fear of takeover can hinder growth, stifle innovation, and generate fears among employees about job security (Grabianowski, 2005).

Rev. Al Loma

Machiavelli boils down the two most essential foundations of any state; sound laws and sound military forces (p. 51). His existence depended on strategic military power. The prince-in-chief had to operate as eloquent as a statesman and courageous as general to sustain any length of time in office. Fundamentally, the wise prince constantly grooms his army, concerns himself with gaining favor, and diligently sets to maintain control of his principality.

Filed Under: Leadership Journey Tagged With: , , , , , , , , ,

The Leadership Journey…The Prince part 2

June 6, 2011 By Leave a Comment

As we proceed through the prince, let us venture to analyze Machiavelli through the eye glass of current and past context, process and style.

The context

Machiavelli faced with the unique context of territorial control of the princes distills some leadership truths the fit well in today’s leadership contexts.  Fundamentally, control of the republics and principalities were gained by force or hereditary of specific princes.  The prince describes the acquisition of such kingdoms as gained by fortunes or by ability.  Fortune is defined as a time when a circumstance if favorable is exploited for one’s own ends.  Ability is defined as physical and mental capacity; personal qualities needed to obtain one’s goals.  Machiavelli writes, without opportunity, their abilities would have wasted, and without their abilities, the opportunity would have arisen in vain (p.30).

The context called for bloody battles, lives sacrificed, and new borders drawn.  In today’s context because the rapid change has dulled the senses of our society, leadership must be fluid.  Warren Bennis in his book on becoming a leader, states that America has lost its edge because America has lost its way (p.11).  Rather than building a nation built for the good of its citizenry many leaders are bent on building a fortune for their personal good.  The idea of public virtue has been overtaken by special interests (p.12).  Conversely, the prince with concern for his leader and love for country, calculates the immense battle grounds, advises his master for the good of the people, and strategizes the next move in his quest to make his country better.  If one measured the modern context against Machiavelli’s, the researcher would find it difficult to detect which society, the 16th or 21st, is the most barbaric.

Today’s workforce is bombarded with the pictures of leaders who care not for the common good.  Enron, Adelphia, and Qwest stand as examples of the corruption plaguing our nation.  It must not be seen as strange that many have lost trust in leadership.  The context today cries out for leaders who can re-establish a new order of trust; if they dare. Machiavelli warns,

It must be realized that there is nothing more difficult to plan, more uncertain of success, or more dangerous to manage than the establishment of a new order of government; for he who introduces it makes enemies of all those who derived advantage form the old order ( p.31).

 

The wise leader must learn to navigate the rivers of today’s context much in the same manner the prince tries to teach us his path down the political stream.

The leadership process

In the book, the art and science of leadership, the writer describes leadership as a process (Bratton, 2004, p.13). Fundamentally, the process is the relationship between the leader, follower and the context (Bratton, 2004). Machiavelli’s leadership process is seen in the relationship of the princes, subjects, and principalities. Machiavelli trying to gain favor implores the Magnificent Lorenzo De’ Medici to take head to his leadership strategies.

How one leads is determined by how one handles the process.  The different perspectives found in Chapter 1 of the art and science of leadership speaks to the value of being one who can adjust perspective based on the goals, and people involved.  Gardner states correctly, when he says the first step is not action, the first step understanding (Gardner,

Rev. Al Loma

1993, p. xviii).  Machiavelli brings to light his understanding of the process needed to be an effective prince/leader.

For example, he advises the prince when and how to impose harsh treatment and when to give favors.

Machiavelli writes that princes should delegate unpopular duties to others while dispensing all favors directly themselves (p.73). He also states that in seizing a state one ought to consider all the injuries he will inflict and then proceed to inflict them (p.42).  Gardner (1993) defines leadership as the process of persuasion or example by which an individual induces a group to pursue objectives held by the leader (p.1).

Filed Under: Leadership Journey Tagged With: , , , , , ,

The Leadership Journey…The Prince-1

May 28, 2011 By Leave a Comment

Those who lead must understand that every move made should be calculated, scrutinized, and evaluated.  When writing of making moves in leadership one should look into the ancient leader Machiavelli who dissects his political landscape. The unexpected result is the wealth of leadership knowledge gifted to future generations.  Many reviews testify to Machiavelli’s impact.  Some say he was merely trying to regain his lost and once powerful position.  Regardless of his apparent biases, The Prince has been called a manual on power politics; a guide for present and future political figures.  Others give little credence to the books substance because of Machiavelli’s reputation. His assessments on leadership should not be blurred by the seemingly unethical methods mentioned throughout his book.  His reasons, good or bad, for writing The Prince cannot erase the value of his opinion nor his immense intellect. Even though one may try to kill the message by killing the messenger, in this case, the message stands alone and gives rise to countless leadership principles that have withstood the test of time.

The Apparent Biases of the Author

When reading The Prince, one must keep in mind that Machiavelli is addressing the Magnificent Lorenzo De’ Medici.  As would any ambitious person, Machiavelli is trying to impress his listener.  He could rightly be accused of manipulating his opinions to gain favor.  He writes, having long examined and reflected upon these matters with great diligence… …I send it to Your Highness (p.15).  Ambition has caused many men and women to skew the truth. However, another bias he has serves as a capable counter balance to any skew.

His counter balance was his love of country.  Machiavelli writes I love my country more than my soul (p.6).  He made many choices based on what would be best for his country.  Both biases no doubt convoluted some facts with emotion. However, time has proven many of his ideas.  His principles have withstood countless tests.  The concepts in The Prince are closer to truth than one might have thought when the book was first written.  If he was biased, it appears that his biases were more helpful than harmful gearing his vision with proper perspective.

What Others Say

Machiavelli could have never thought that this plea to be brought back into the game by the Medici lords would stir generations.  Many reviews claim Machiavelli was brutal, or evil. However, the political gamesmanship of his day mitigates his brutality.  Paul Rose in his contemporary review said: It is a rather disparate series of essays applying the cool analysis of Machiavelli, who tried to tell it as it was, to more recent events.  It is the candor of Machiavelli and not Machiavelli himself, which has shocked generations into using the adjective in a pejorative way (1994).

 

Andy Duncan (2004) exclaims that if one is to read a book, The Prince should come ahead of all others.  He writes: Its tenets became the substrate in which all of our own subsequent politicians have been swimming ever since, with its mixture of candor, violence, treachery, and skullduggery.

Any reader with a political or leadership inclination will quickly see comparisons to corporate board rooms, military barracks, and police precincts.  Duncan continues: For anyone who has ever struggled to understand the power and tenacity of the modern state and the overwhelming force the modern state’s politicians have over our lives, despite their legion shortcomings, numerous failures, and outright incompetence, everything becomes clear.

There are a few very intriguing modern day comparisons. One attention grabber was Machiavelli’s belief in the sanctity of arms. Notice how Duncan equates Machiavelli’s stance with that of the National Rifle Association. “There is simply no comparison between a man who is armed and one who is not. It is unreasonable to expect that an armed man should obey one who is unarmed, or that an unarmed man should remain safe and secure when his servants are armed.”

Generations have read and reviewed The Prince. Some hate it, others love it. One thing that is certain Nicolo Machiavelli’s The Prince stirs the emotions of the reader…

Filed Under: Leadership Journey Tagged With: , , , , , , , ,

The Leadership Journey…Encourage the Heart

May 24, 2011 By 1 Comment

The complexities and difficulties of leadership are as varied as the colors of the rainbow. Yet in the midst of the differences, good leaders have similarities. The most notable is the ability to encourage the heart. Some practical applications that bring encouragement are clear expectations and recognition, to mention a few. The most telling skill is the leader’s ability to make recognition personal and important. Organizational diagrams do not matter at all. Be sure to treat your employees as human beings and not as functional workers (p. 294). This type of posture lays the foundation for encouragement.

Leadership can be equated to a trip through the desert. The Desert strips a person to the basic need to survive. The desert of leadership always deals with one’s character; uncovering things hidden from the past and present. Pressure will always bring out the best and the worst in people. The desert has this distinctive way of uncovering the truth about a person. The initial shock of the desert brings a person down.

A desert tested leader must be cognizant that many followers in his or her team are under pressure and will respond best when their leader encourages the heart.  People are just more willing to follow someone they like and trust (p.295). The leader who encourages must show an interest in followers. By simply asking questions like what do you dream about, what do you cry about, and what makes you happy, can set the stage to develop a winner’s attitude. A person’s dreams reveal what drives their passion. A person’s passion is revealed when the leader looks at the pain hidden inside a human soul. A happy soul is a needed ingredient to encourage the human spirit and birth inspiration.

Conclusion

Leadership is everyone business. If one extrapolates this thought, one can see that leadership development addresses every aspect of a person. Leadership development will make one a better, teacher, student, parent, child, employer, and employee. Fortunately, leadership can be taught or developed. However, let one never forget that the best teacher is experience. One can be schooled in the fine art of leadership but leadership can not be fully developed until wisdom is accrued.

Wisdom is gained through pain and reflection (Bennis, 2003, p.134). How employees perform is a reflection of the one for whom they work (Maxwell, 1993). The Kuozes Posner model confirms that leadership is for everyone but must be continually built.  Only the naïve, ignorant, or arrogant would avoid the opportunity to develop their leadership ability.

Filed Under: Leadership Journey Tagged With: , , , , , ,
« Older Posts