Leadership Part I

                Leadership challenges even the most experienced and savvy people. I’ve spent the most of my adult life in pursuits requiring strong leadership. Of course, when we’re honest with ourselves very almost any activity worth pursing requires leadership skills. Despite that, recent events clearly demonstrate a dearth of leadership at all levels of our government. I find this situation intriguing and disheartening. Almost all bookstores carry a wide array of leadership tomes. The blogosphere is replete with leadership oriented postings. Any number of motivational speakers will gladly come and equip your staff or faculty with better leadership skills…all for a price mind you. With so many helps available, free or for fee, one would assume that developing good leadership traits is simply a matter of reading and practicing. But, we all know that truly great leaders do not come around every day. We’ve all suffered under poor leadership. Almost everyone has endured the depressing effect changing from a highly effective leader to a poor leader has on an organization. I spent twenty-seven years as a soldier; twenty-three of them as either and officer or a non-commissioned officer. Following that I turned to teaching, another profession replete with leadership challenges. I’ve worked for and with some of the finest leaders in the world. I’ve also suffered under some of the most toxic, selfish leaders ever to assume the title. Looking back over the best leaders I’ve either observed or known reveals a few consistent characteristics.

                True leaders unflinchingly adhere to the truth. They know that leadership periodically entails speaking truth to power and to their subordinates. They face the pain of admitting either mistakes or wrong-doing rather than prevaricating to avoid difficulty. They work hard to create an environment which fosters truth. They require it of themselves and their subordinates; all the time knowing that the momentary pain of telling the truth is preferable to the long-term consequences of a culture of lies.

                True leaders embrace the hard right over the easy wrong. As humans, like water, we tend to seek the easiest path, the path of least resistance, or the path of self-gratification. Leaders understand that fundamental human failing and call their subordinates, their organization to a higher plane of existence. They willingly work to elevate the culture of their organization. They include morality in the decision matrix, knowing that integrity carries its on intrinsic value.

True leaders understand that it is not about them. It is about the people that make up the organization and the successful mission accomplishment of the organization. They instinctively know that their purpose in life is to create an environment which fosters the greatest possible success for the largest number of people in their organization. They work hard to clear away the obstacles which impede progress. They view any success by their subordinates as evidence of their own success.

                True leaders understand that their position is a trust, not a right. Leaders understand that serving in a leadership position is an honor, not a right. Not everyone enjoys the opportunity to serve. Many aspire to such a position, but few arrive. They treat each day as a gift, an opportunity. They recognize the confidence in their character others have shown and respond appropriately. For most, the time spent in leadership passes all too quickly.

                True leaders willingly sacrifice for the good of their organization. By its nature leadership requires personal sacrifice. Leaders willingly put the good of others above their own comfort and security. They view the needs of subordinates not as problems, but opportunities to serve, opportunities to improve their subordinate’s ability to function. They willingly lay down their lives for others, considering them more important than themselves.

                True leaders lead instead of drive. Often those in leadership positions assume that haranguing, hectoring, and lecturing the will encourage or force their subordinates to adopt desired behavior patterns. Instead they should take the role of moving to the front and showing others the way. Subordinates more willingly follow someone who walks the path in front of them. They will balk at a leadership style that barks out commands from the rear.

                True leaders deflect praise and accept blame. Leaders worth following point to the work and efforts of their subordinates when praised and take responsibility for any failures of their organization. They know that success comes from the hard work and toil of their subordinates and recognize that publicly. They also realize that success comes with risk and encourage their organization to take risk. When things go badly, to the extent possible, they protect their subordinates from risk related failure.

                Leadership requires these and several other traits; more than a single blog post will allow. Here in part one, we’ve looked a few. In the next day or so I will post part two. At any rate, if you come this far, take some time to think about what you expect from a leader. Are the leaders in your life displaying these traits? If they are, then they are worth emulating. If not, then they only hold the position or title of leader and are not worthy following as they will not lead us any place we want to go. Tune in again for the second half. As always, leave a comment, good or ill, as honest feedback helps.