Center for Business & Industry

March 2009

Center for Business & Industry

VOLUME 5 ISSUE 2

performance news

Time to Revisit the Basics of Leadership

By Donna Goss and Don Robertson Co-Directors, Leadership Development Institute dbgoss@northampton.edu and drobertson@northampton.edu

A while ago we sent out a marketing postcard that stated:  “Leadership is Dead!”  The reverse side proclaimed “Long live leadership.” 

Can you think of a better example of the need to rethink our model of leadership than the realities we are facing today?  Maybe it is simply revisiting the basics?  Whether it is the financial crisis, the broken health care system, shortcomings in the educational system, the “win at the expense of the loser” mindset, finger-pointing in the political system—all speak to the dramatic need for change.

Since change is about leadership, it is hard not to conclude that our leadership is failing us.  But we don’t believe spending any time placing blame on specific people has any value or validity.  We believe this failure is because we are still trying to lead in a way that does not fit the new paradigm.  It is about applying the basics to our new reality.

Let’s start this conversation by stating, leadership is about who you are.  You and I don’t choose to follow someone who is not credible.  What makes someone credible?  How about someone who follows through on commitments; or someone who is excited -- even  passionate -- about what they believe; or someone who demonstrates competence; or someone who is looking at the big picture and not at what is best just for today.  We all know when we see someone who we would choose to follow.

But leaders need more than credibility. Leadership is also about challenging thinking, challenging what is normal, challenging what you are tired of tolerating.  Leaders need to help others see and believe in a future that is different than today; and then to engage others to figure out how to move in that direction.  Leaders recognize how hard it is create significant change and the importance of encouraging those whose efforts are the heart of making things happen.

Leaders today need to see their role differently than many of our current leaders do.  Leadership is an act of service, seeing oneself as an enabler of change, not the beneficiary of change.  Imagine if our political system was characterized by men and women who focused on what is best for America, not their state or political party or favorite agenda?  Imagine if our business leaders not only saw the need to satisfy their customers, employees and investors today but to also consider what is best for those same constituents a decade from now?  And the same is true for our teachers and public servants, our labor leaders and social leaders. 

Oh, and by the way, imagine if each one of us was willing to think in terms of our neighbor as well as our own personal interests? Yes, we have a lot of problems.  But we have to be willing to let old leadership practices that focus only on the leader die in order for a new mindset focused on the future state to evolve. 

Now this “new” mindset is not in fact new.  Jim Kouzes and Barry Posner, two men who have researched leadership for many years, identified the practices described above almost 25 years ago.  Many people recognize and understand these practices, but the key is execution.  Leaders have to let go of their egos and the need to control things.  They have to see their role as developing the competencies of their team so the team does the controlling.   Just as important, leaders must set the tone and foster an environment where people will self motivate.  This might be the biggest challenge because it means letting go of the past.

The leadership required does not reside only in our political leaders or business leaders.  Yes, they play a critical role because they have the power to change the systems that have so much influence on our challenges.  But just as important, any one of us can make the choice to look at the world each of us can influence and see new possibilities, challenge current thinking, support team efforts to move forward, and do it with integrity.  Each of us can be the person we want everyone else to be.

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