This morning I woke up about 5:45 AM. I couldn’t go back to sleep so I eventually got up and sat down in my favorite upholstered rocking chair. From the strategic position of this beloved chair I can look out our bedroom windows and see directly east.
During much of the year the sunrise is obscured by the growth of deciduous trees that cover much of our property. However, during the late fall and winter this thicket of bare trees stand tall as a lonely testimony of the coming winter. As I peered out the window this morning deep in meditation I was struck by the beautiful glowing hues of orange and pink light as the morning rays of sun peeked over the horizon. Once again I was reminded that each day is a gift.

For thousands of years poets and bards have written about the power and opportunity that exist within each day. Some sage scribes have wisely observed how a single lifetime is aptly portrayed in a single day. The sunrise begins a new day of life as the world comes to celebrate its fresh start through the sounds of birds, stirring insects and waking of mammals. The day continues on as it peaks in mid-day at full strength and full of brilliance. As the day continues to grow old it slowly wanes into a mellow evening. Finally each day ends quietly at sunset with a certain stillness. There are some lessons we can learn about the power of each new day.

We just simply assume that there will be many tomorrows. We sometimes act as if we are entitled to a long life...as if it is owed to us. This is a false assumption because no one has been given the promise of another tomorrow in this world. In western society we don't even like to discuss death. We want to mask its reality with words like "passed away" or "departed" or "no longer with us". We sanitize the prospect of death by sending many of the dying to hospitals and we use modern embalming methods to make the dead seem like they are still alive...only sleeping. But the reality is that life is short and if we receive the gift of another day...only then will we be here tomorrow. Everyday is a precious endowment and each morning, as the first waking consciousness of thought floods into our minds, we should be thankful for the gift of another day of life. Being a religious person, I personally thank my God for this special gift.

The distinctive impact of every day is that it holds the promise of a fresh new start. It provides the opportunity to do something different, start something new, break a bad habit, or establish a good habit. In other words, it gives us the power to choose a new course or direction. So why don’t we typically appreciate this fact and fresh prospect? Why do we continue to do and “choose” the same old things every day, including some that are detrimental to us? The answer lies in our life style. We are culturally programmed to desire comfort and resist change. We often know we should change things and we promise ourselves we will do it someday. The problem is that “someday” seldom comes and eventually we all run out of someday’s. This self-imposed “comfort zone” convinces us that change is always something we can do tomorrow. But, here is an absolute truth…today is a gift, and tomorrow is promised to none of us! Dr. Roger Birkman encourages self-discovery and reminds us that:

“Some people who have become successful at “hiding behind” socialized behavior are reluctant to consider the truth about who they really are. Most people don’t mind dealing with their strengths, but prefer to close their eyes to any possible weaknesses.”

Leaders are “agents of change”, and if change is to occur at all it must begin somewhere and within someone. The role of leadership is to envision a better future and become the change agent that makes this future possible. This is true of business, community or personal life. But it all starts with an individual choice to begin a process of change. It has been said that we must become the change we wish to see. Many businesses have “closed their doors” because its management waited too long to begin meaningful change. Many others have failed because they were so unaccustomed to change they were unable to motivate others to participate in their final attempt toward survival. In a similar vain, many individuals have self-destructed because they waited too long to change their dysfunctional lifestyles or to ask for needed help. What I am getting at here is one simple point! Whatever you need to change in your life, or in your business, the time to do it is now! Tomorrow may be too late and odds are if another tomorrow does come, you will also be unwilling to do it then.

I have the good fortune to teach management classes at Bellevue University. These are college Online courses particularly oriented for working adults. Most of these students have full-time family and career responsibilities. These classes are not easy. The outcome and expectation of these classes is the same as in a traditional classroom environment. To be successful requires a real personal sacrifice and dedication. Why do these individuals with other full-time responsibilities tackle a demanding and difficult one-year accelerated management program? Because a day came in their lives where they realized they needed to make a change. They also realized they needed to do it now! Like most individuals, each one of them could have come up with a dozen legitimate reasons why they couldn’t go back to school and get their college degree. Instead, they choose to make an important investment in themselves and their futures…and to do it now. You really have to commend and admire these change agents.

How about ourselves, and the changes we need to make? There is no time like the present. To fulfill our role as leaders requires us to “seize the moment” and begin the difficult process of change...right now. Problems and difficulties don’t go away or solve themselves by negligence; they tend to only get worst. Now please don’t get the wrong impression from this article. My intent is not to encourage anyone to plunge forward with a decision that has not been well conceived, thought out or planned. We need to get the facts and analyze the need for change before lurching into the unknown. However, when we are convinced and know that change is necessary, it is time to act and begin the process.

Do you see changes that need to occur in your personal life? Remember that tomorrow is promised to no one. Each day is a gift. Do you see changes that need to occur in your community? Become that advocate of change because tomorrow is promised to no one. Each day is a gift. Do you see changes that need to occur on the job, in your career or in your business? Become a change agent because tomorrow is promised to no one. Each day is a gift. As authors James Waldroop and Timothy Butler remind us:

“If you are alert to the signs and symptoms of the patterns that cause you trouble, if you are willing to recognize them for what they are, and if you are willing to work hard to keep yourself from falling into the old familiar behaviors---then over time your struggle with self-defeating behaviors will become less difficult and you will be increasingly successful in your efforts.”

I would like to conclude with a couple of thoughts...

1. Begin to look upon the start of each new day as something special. Don't take a single day for granted. Take at least a few moments during each day to walk around and observe the world. Savor the natural beauty and majesty of an occasional sunrise or sunset. Ask yourself, what did I learn today? Did I make a difference in someone else’s life? Did I encourage someone, thank someone, help someone or bring a smile to another person’s face? These are the soft-skills that effective leaders must master!

    

2. Learn to separate your work responsibilities from your family life. Don't carry your work and its frustrations home with you at the end of a day. There are many distractions in life and they can consume our minds and limit our happiness. Work is important...but there is more to life than work. Remember that no ones headstone has the following engraving. "I wish I had spent more time...in the office." Some people foolishly think they can achieve immortality through their work. I prefer the comment I heard in a Woody Allen movie. A character states, “I don’t want to achieve immortality through my work. I want to achieve it by not dying!”

    

3. Each day let your loved ones know just how special they are. You may not get another chance in this lifetime. Too many people delay spending time with their loved ones thinking they can do it on vacation...or when we retire...or during the holidays. Like the need for change, it is often put off until it is too late. Especially if you have parents, grandparents, aunts, uncles or elderly friends and relatives. Talk to them today…because each day is a gift. If you have a poor relationship with a former friend, coworker or neighbor, talk to them today. Make a serious effort to heal the breach and build a new relationship. Remember people are more important than possessions.

Tomorrow morning another sunrise will occur and a new day will dawn. Billions of individuals will see just another day much like the millions of days that preceded it, and the million more days they expect to follow it. But within this mass of humanity a few individuals will see something more meaningful. Some will be inspired by this unique opportunity to accept leadership roles and become advocates of change. They will realize that this single day is unique and there will never, ever be another one exactly like it. They will understand that they have the power to choose a different outcome in their lives or surroundings. They will make a bold choice to be, or do something different.

I hope that one of these unique individuals is YOU!

Comments to: gthomas@leadingtoday.org

About the author:

Greg has an extensive thirty-five years experience in public speaking and has spoken to hundreds of audiences worldwide. Greg has a Master of Arts degree in Leadership from Bellevue University, where he also has served as an adjunct professor teaching courses in business management and leadership since 2002. His first book, 52 Leadership Tips (That Will Change How You Lead Others) was published in 2006 by WingSpan Press. His second book, Making Life's Puzzle Pieces Fit was published in March 2009. Both are available at amazon.com. Greg is also the president of Leadership Excellence, Ltd and a Managing Partner of the Leadership Management Institute. Leadership Excellence, Ltd. effectively builds individuals and organizations to reach their highest potential through enhanced productivity and personal development using a number of proven programs. He is also the president and founder of weLEAD Incorporated.

References:

Birkman, Roger. True Colors. Nashville, Tenn: Thomas Nelson Publishers, 1995

Waldroop, James., Butler, Timothy. Maximum Success. New York: Doubleday, a division of Random House, Inc., 2000

Greg L. Thomas wrote this book deliberately to remind his readers of what principled-living is all about. I am reminded almost daily of the poor decisions made by others who unbelievably feel the correct way to treat others is through lying, cheating, corruption or deception. This is done by many individuals simply to move ahead in this world. Living by honest and ethical principles seems to be an out-dated way of personal conduct that was once an expected part of our culture. Sadly, intentionally hurting our fellow man has become socially acceptable in today’s modern world and our organizations. To many, the end results now justify the means… by whatever means are possible to gain an advantage.

The dictionary states that a “principle,” is an accepted or professed rule of action, or conduct. For example, a person of good moral principles accepts those morals as personally valuable, or a rule of conduct. This is exactly how Greg L Thomas describes the 12 Principles in his book. They are endorsed as “accepted professional conduct,” with positive results by using good moral principles.  

As you read this book, you will discover the one clear undeniable fact… these principles are meant for each of us to live by if we truly want to become successful. We cannot expect others to follow us without first living by the principles ourselves, hence the name in the title, “personal leadership.” As the author describes in the book, personal leadership is about making yourself a better person by growing from the inside out and not allowing outside circumstances to determine who you are, or how you should live. By changing yourself first, you will have the moral right to coach and expect others to change and grow as individuals. I was truly captivated and intrigued throughout the whole book because Thomas uses many personal examples from his own life, as well as examples of past historical leaders to show how the principles apply. He discusses their struggles and how by living the 12 Principles they were able to overcome difficult obstacles. I even learned some interesting history about the ethics of my American forefathers!  

Greg L Thomas gives you a blueprint on how to apply, (in order), all twelve principles. Pay particular attention to principles number ten and twelve. Principle ten is titled, “Know Thyself” and Thomas asks us to candidly take an inventory within ourselves. He encourages us to truly understand who we are on the inside, not who we think we are. Only by honestly answering this question and correcting any of our deficiencies, will we be able to live a life without duplicity. You will need to read the book in its original chapter order to appreciate why principle twelve is so powerful. You will soon discover… when reading this final principle why the other eleven principles are so deeply rooted within it, and the author.

I would not be exaggerating when I say that I felt Thomas’s passion as I read each individual principle and understood why they are so important to him. The enthusiasm comes through because he uses them himself to practice personal leadership.  The last chapter was cleverly written because he demonstrates how much more powerful the first eleven principles can be when principle twelve is applied. As I mentioned earlier, the definition of personal leadership is about making yourself a better person, and inspiring others around you to become greater as well. Thomas writes this book to let the reader know how he has grown to become a “servant” leader”, and to outline how you too can become a dynamic leader of others as well.  The question remains… can these principles be learned in the business world?  I believe if we stop the “quick fixes” or the selfish “give me what I want” attitude that so many possess today, we can make our organizations, and our world a better place to live.  Greg L Thomas hit a homerun with this book and I for one will continue to practice and teach these valuable principles of personal leadership.

Making Life’s Puzzle Pieces Fit
Using The Twelve Principles of Personal Leadership

Xlibris - 2009 (150 pages hardback)

Author Greg L. Thomas

ISBN 978-104363-8843-6 

weLEAD Rating – highly recommended

Buy This Book at a Discount Price Here

One Leader's Perspective

I was preparing to present a Sunday morning leadership seminar recently and someone from the audience came up to me and asked a thought-provoking question. He quizzed me by asking abruptly, “Where have all the leaders gone?” At first I was puzzled so I asked him if he could expand on his question. His reply was blunt. “Yes, he said, why don’t we have leaders in the world like we used to?” After a brief discussion, he stated, ”I guess since we don’t have leadership in the world anymore the only thing left is to just talk about it!” His statements are a reflection of what many people believe today. It seems to many that we don’t have the quality or quantity of leaders today as we did in the past. Is this really true?

To answer this question we must first ask and answer another question, “Just what is a leader?” A common myth is that leaders are individuals who are either powerful, prominent, charismatic or have legions of followers. This is simply not true. Yes, it is true that some individuals who have the above mentioned qualities are leaders, but some of the most effective leaders do not have any of them. Frankly, having served in various management positions for over 20 years has taught me that many organizational CEO’s and presidents couldn’t lead a group of people out of a well lit room! The perception of “where have all the leaders gone” exists because the labels of “leader” or “leadership” are so often misused and misapplied. The reality is that most leaders are not in formal positions of power. A loose definition of the word “leader” can delude you about leadership. For example, we might say that a policeman can lead a prisoner to jail. In this case, the policeman is not a leader but a captor. The policeman and prisoner do not share the same goal. The policeman is demonstrating coercion and power, not leadership. Real leaders almost never have a need to coerce or intimidate others in order to accomplish a mission together. Leadership and power are two entirely different terms. Some leaders do have formal positions of power but the majority do not.

So just what is leadership? Here is my own formal definition. Leadership is the ability to articulate a vision, to embrace the values of that vision, and nurture a positive environment whereeveryone can reach the organization’s goals and their own personal needs. This means that leaders effectively combine individuals and resources together to accomplish things that would be virtually impossible to achieve alone! It does not require power, prominence, charisma or dozens of followers to be a leader. Leadership is a value-based philosophy, not a collection of tricks, tips, gestures and the right words during a time of need. Leadership authority James O’Toole reminds us that a leader’s vision becomes the follower’s vision “because it is built on a foundation of their needs and aspirations. They see in the vision what they desire, and they embrace it as their own.” He continues that, “There are no contingencies here; the only course for the leader is to build a vision that followers are able to adopt as their own because it is their own”.

What effect has our modern culture had on leadership? It has had a profound effect especially within our western democracies. Allow me to provide an example in the arena of political leadership. The basic framework of a democratic culture is a pride of individualism and personal independence. Our powerful electronic media also plays a significant role in how we react to or judge those in leadership positions. Before World War II, leaders were primarily respected by the media and were presented with a positive image in spite of their flaws. Today, the reverse is true as the media now often focuses on leaders flaws in order to promote a negative image. As a result, many individuals are now more skeptical and resistant toward anyone who attempts to offer new ideas or a new direction. Because of this deepening rooted culture, leaders are not as respected or even acknowledged as they were in the past. This is true not only in the political arena but in all areas of leadership.

Indeed, our democratic principles and media influence have had a powerful effect on leadership in the last 50 years. In reality, most of us in the western world don’t really seem to want ongoing leadership in our society! We feel threatened or confined by others attempting to lead us to new paths or ideas. If we are honest with ourselves, what we want is “leadership on demand”. We want to be able to call on leaders during times of crisis and then watch them ride off into the sunset when the crisis is over. We appear to want leadership only whenwe want it and on our terms. At our convenience, we now live in a civilization of instant coffee, instant breakfast, and instant communication. We now expect instant leadership, but apparently only at the times we want it.

Perhaps the most profound example of this was at the end of World War II. Winston Churchill had demonstrated an astounding example of leadership for the British people as prime minister. His indomitable spirit and oratory excellence had inspired his people with a vision of endurance and victory over the German empire. For a period of time, before the United State entered the war, Churchill’s leadership galvanized the will of the British people to stand alone against Nazi tyranny. Few would question Churchill’s leadership abilities, especially at a time when they were needed the most. Yet, what happened immediately after the war? In the first post-war election of 1945 Churchill was removed as British prime minister as his Conservative party gained only 213 seats in a Parliament of 640. Churchill was the same leader he had always been! But the British people wanted to put the war and its leader behind them. They no longer wanted his kind of leadership after the war. Instead, they chose to support a Labour platform of economic and social reform.

Another reason there may appear to be a dearth of leadership today is demonstrated by a “bumper sticker” I have seen. It states very clearly…”LEAD… Follow…or get out of the way!” (Actually, it wasn’t put as nicely as I worded it here). In order for anyone to lead, there must be followers. Leaders and followers need each other. If there are no followers, or potential followers don’t care, all the leadership skills that anyone can possibly exhibit, will be in vain. (I will discuss the important qualities of followership in next months weLEAD article entitled, “Where have all the followers gone?”) But, as the “bumper sticker” implies, there is an important third category. It is neither leadership nor followership but that of the uncommittedobserver. This third category is a growing force in our modern culture and makes leadership more difficult than ever before. The observer is typically not interested in a mission or a vision, but in maintaining a distance from leaders and followers. From a leadership perspective, this detachment saps the potential creative resources and ideas available from the observer. Often, their lack of support or commitment may inadvertently create resistance against all efforts at leadership.

I maintain that leadership is as available as ever. The real problem is that followers are fewer and often less committed because our modern western civilization has persuaded many to become uncommitted observers. Some have also become observers because of negative past experiences they witnessed when they attempted to follow a leader! What does this mean for a leader? It means the leader must work harder than ever before to inspire, motivate and encourage larger numbers of observers to make a personal commitment and become followers. This can only be done when a leader demonstrates integrity, self-sacrifice, dedication and respect for the observer as well as their own followers. As author Garry Wills comments, “Followers judge leaders. Only if the leaders pass that test do they have any impact.” More than any time in history, the role of being a leader is more complex and challenging.

 Where have all the leaders gone? They haven’t really gone anywhere. Many are still with us and a new generation of leaders has accepted the torch from the past generation. However, the overwhelming majority of them are not prominent individuals and you will not see them on the evening news or read about them in the evening newspaper. But be assured of this, every day a million random acts of leadership are demonstrated in our homes, schools, shop floors, office buildings, government institutions, community projects and religious organizations. Sadly, these accomplishments go unnoticed and under-appreciated because of all the problems that also exist in these same institutions and within our society. Most of these individuals are not in positions of power or great influence. But within their own environments, departments, groups or sectors they are working hard to articulate a vision, and leading others to meet the organization’s needs and their own follower’s needs.

Effective leaders are still with us, facing greater resistance and more challenges than ever. They are not gone, but are attempting to be agents of change in a complex world that usually offers little recognition to them. Next month, we will discuss the essential qualities of followership.

Comments to: gthomas@leadingtoday.org 

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

O'Toole, James. (1995). Leading Change. San Francisco: Jossey-Bass Publishers

Wills, Garry, (1994). Certain Trumpets – The Call of Leaders. NY: Simon & Schuster

Leaders provide their team with the tools, advice and encouragement to tackle and solve problems. People flourish when they feel respected and secure in their roles. People who feel they have permission to solve problems become more creative and are able to overcome insurmountable difficulties.

Leaders are agents of change when old ideas no longer work and new ones are needed!

Overcoming Resistance

• The way to overcome resistance to needed change is to first engage with other’s attitudes or mindset before the change is introduced. When a leader has first worked to create a fresh positive environment of “creative thinking”, we prepare others to support rather than resist needed changes.

Leaders & Followers

• Both exist with each other. Leaders are also followers in some areas while followers are leaders in certain areas.
• Neither can function without the other. Leaders need followers and followers need leaders.
• Both are conditioned by their thinking process and individual behavior.

Common Leadership Mistake

A common mistake of leaders is to launch an idea or mission before spending enough time developing support and overcoming resistance. This may require the time needed to educate and build consensus with the followers. If this is not done first… resistance will slow or derail the mission.

Four levels of leadership participation

Good leaders recognize there are four levels of participation in decision making and will use all four depending on the circumstances and time available to make a decision. A leader who uses only one or two of these levels may be prone to poor decision-making.

• Autocratic decisions: Decision is made alone without asking for opinions or suggestions of people. Followers have no direct influence on the decision. Will cause alienation of followers if used often! Considered the most effective in crisis or emergency situations.

• Consultation: Followers are asked their ideas and opinions, then the decision is made alone after seriously considering their concerns and suggestions.

• Joint Decision: Leader meets with others to discuss problem and make decision together. The leader has no more influence over the decision than any other participant.

• Delegation: Leaders give an individual or group the authority and responsibility for making a decision. Leader usually specifies the limits in which the decision must fall.

Continuum of Decision Procedures

• Autocratic – no influence by others
• Consultation – little influence
• Joint Decision – equal influence
• Delegation – high influence

Benefits Of Allowing Greater Influence By Others

• Increase the quality of decision because others have information and knowledge the leader lacks.

• Greater influence = greater commitment by others. Provides a sense of ownership.

• Develop decision-making skills of other by giving them experience to analyze problems and evaluate solutions.

• Encourages “team building” and conflict resolution among participants.

Encouraging Participation

• Encourage others to express their concerns.
• Describe a proposal as tentative.
• Record ideas and suggestions
• Look for ways to build on ideas and suggestions.
• Be tactful in expressing a concern about an idea or suggestion
• Listen to dissenting views without getting defensive or visibly angry.
• Try to utilize suggestions and address the concerns of others instead of ignoring them.
• Show genuine appreciation for others.
• Use symbols to build teamwork and pride.

One Leader's Perspective

In last month’s article entitled “Where Have All the Leaders Gone”, I discussed whether we really have a modern scarcity of leadership. My conclusion is that we don’t. Thankfully, leadership is still with us today in a vast array of organizations and families. It is not as prominent or recognized as in the past for many reasons. But there certainly is a gaping dilemma in many segments of our society. This dilemma is that ongoing social problems continue to fester and plague our world. These social problems cry out for leadership! Many issues remain seemingly unsolvable; workers are frustrated, discouragement is rampant, poverty entrenches most inhabitants of our planet, families are fragmented, and the social fabric of our culture seems to be fraying at the edges. So where is the leadership needed to solve these difficult problems? In many cases it seems to have been rendered impotent! Particularly in the western world, leadership is more difficult and complex than ever because followers are fewer and often less committed. How did we get to this point in the 21^st century? Let’s first look at a history of followership before we answer the vital question of where all the followers have gone.

Anciently, the equation of leader and follower was much simpler. All societies were hierarchical in structure. A select few were born into leadership positions because of family, power or wealth. The overwhelming majority of individuals were born into this rigidly structured society. When the leader gathered an army for war, thousands of followers gathered to fight for the king or leader. When the leader wanted to build a city, thousands of followers simply obeyed the edict. Why? The option was to do as your told or suffer dire consequences, including possible death. Around the world all cultures reinforced this hierarchical model. The relationship between leaders and followers was simple. The leaders held all power, authority and real wealth. The followers obeyed the leaders because it meant an opportunity for continued survival. Many who have studied leadership have read Sun Tzu’s writings ofThe Art of War, a collection of instructions for military leaders on how to conduct war. In one episode, Sun Tzu boldly beheads the King of Wu’s favorite concubines for simply not obeying his orders! Again, the relationship between leaders and followers was simple…but often ruthless.

Occasionally a follower might ascend to a position of authority or rulership due to a social revolution, assassination or a coup, but the basic structure remained the same for thousands of years. As far back as 5,000 years ago Egyptian hieroglyphics clearly differentiated between leaders and followers. Obviously, much of the relationship between ruler and “the ruled” was due to coercive power, so I use the term leader very loosely in this historical setting. However, even during these ages, intellectuals arose to emphasize that leaders had the moral responsibility to serve their followers and meet their needs. For example, Aristotle was concerned that those who aspired to be leaders in Greek society lacked virtue. The Chinese classics written in the sixth century B.C. are filled with advice about the leader’s responsibilities to their people. Confucius urged leaders to set a moral example. Jesus Christ told his followers that greatness means becoming a servant. Unfortunately, these enlightened voices were seldom heard or heeded by most leaders or rulers.

Things began to change when the Renaissance and Reformation occurred in Europe. Within a short period of time delicate democratic roots also entered the cultures of the western world. Followers (the average citizen) began to have a small voice and greater control of their lives. With the establishment of the Republics, followers in these nations began to have greater political control over their lives. The industrial revolution brought more change as people left their agricultural roots and moved to large cities. Unionism gave abused workers a voice and attitudes about followership continued to change. The major reason for this change was choice! No longer was the only real option to dutifully follow the leader or die. People who don’t like their political leaders vote for another. People who don’t like their jobs find another one or consciously reduce their efforts on the job. People who are unhappy with their religious heritage end their association and move on.

Not only does choice become an option in western cultures, it soon becomes a right and finally a source of pride and distinction. This human resolve has also spread to non-western cultures and if recent history is any indicator, it will continue to spread. When the communist governments fell in Eastern Europe, toward what type of government did the people turn? Who among us can ever forget the image of that single solitary figure standing down a tank in Tiananmen Square in China? The goddess of liberty will someday return to the people of China.  Inherent in the principles of freedom is the right to choose who and what we follow. The follower of the 21^st century has far greater options, demands and expectations than the follower of 500 or 1000 years ago. Leadership scholar Robert Kelley has written, “Organizations stand or fall partly on the basis of how well their leaders lead, but partly also on the basis of how well their followers follow.” He continues by saying, “Instead of seeing the leadership role as superior to and more active than the role of the follower, we can think of them as equal but different activities.”

What does all this mean for the modern leader? It means followers have a choice to support who or what they desire and if they are not satisfied, they will vote with their feet…they walk away. No longer will followers accept a win/lose relationship with the leaders getting all they want at the expense of the followers. Yes, people are still willing to be followers, especially for a good or noble cause. However, followers expect more from leadership. They expect their leaders to care for them, treat them with dignity, act responsibly and help them to meet their needs. Any leader who fails to do these things will soon meet with an exodus of followers. The only exception to this is when followers willingly submit to an autocratic culture for personal or philosophical reasons.

Most people eventually come in contact with some type of leader. It may be a religious leader, political leader, corporate leader or education leader. This early contact will often influence how individuals view themselves in a leader/follower relationship. Unfortunately, when this initial experience is painful, it leaves a deepimpression on the follower. If the leader is abusive, self-absorbed or immoral the follower will become suspicious of the motives of the leader and the organization. This experience will weaken their desire to follow others in the future. Sadly, there has historically been far too much abuse and neglect of followers and this neglect continues in most organizations till this day! The expectations of followers have changed over the centuries, but many leaders still maintain the ego and arrogance associated with the tyrants of past ages. For this reason dedicated followers are fewer. As I mentioned in last month’s article, many people have become uncommitted observers. This is a growingforce in our modern culture and makes leadership more difficult than ever before. The observer is typically not interested in any particular mission or a vision, but in maintaining a distance from leaders and their followers. 

Where have all the followers gone? They are still with us but they now have greater expectations and roles. They are waiting for a new breed of leadership that understands they are a precious untapped resource. They are looking for leaders and causes that allow them ownership in the cause and help them to reach their own individual goals. They are looking for leaders they can trust, admire, respect and follow. Educator Joseph Rost sums it up well when he opines, “Followers and leaders develop a relationship wherein they influence one another as well as the organization and society, and that is leadership. They do not do the same things in the relationship, just as the composers and musicians do not do the same thing in making music, but they are both essential to leadership.”     

Comments to: gthomas@leadingtoday.org

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

Hartwick Leadership Cases, (1994) Sun Tzu’s The Art of War. Oneonta, New York: The Hartwick Humanities in Management Institute

Block, Peter, (1996) Stewardship – Choosing Service Over Self-Interest. San Francisco: Berrett-Koehler Publishers

Wren, Thomas, (1995) The Leaders Companion – Insights on Leadership Through the Ages. New York: The Free Press

One Leader's Perspective

The greatest complement I have ever read was directed toward Thomas Jefferson. President John F. Kennedy was speaking at a White House dinner given to honor Nobel Prize winners throughout the Western Hemisphere. Kennedy looked out over the distinguished guests and stated that they were “the most extraordinary collection of talent, of human knowledge, that has ever been gathered together at the White House, with the possible exception of when Thomas Jefferson dined alone.”

Thomas Jefferson was an original American patriot. His personal views on individual freedom and religious liberty has greatly inspired many political leaders around the world for over 200 years. We typically think of Jefferson as a man who achieved many outstanding accomplishments in his lifetime. Indeed, he is known as the 3rd President of the United States and author of the American Declaration of Independence. Less known are his other lifetime achievements, including Virginia State Governor, American Vice President, Secretary of State, Ambassador, architect, inventor, philosopher and founder of the University of Virginia. Thomas Jefferson demonstrated a lifetime of vast achievement and leadership, yet few know his life was also filled with great personal challenges. All of us face obstacles and difficulties on almost a daily basis. But very few people realize the adversity Jefferson faced during the prime of his life. Yet, some of his most significant personal and public achievements were accomplished during these times of great personal sorrow! In briefly examining his life we can better appreciate his leadership qualities. His personal endurance can provide a few valuable lessons for us today.

As is true of all great leaders, Jefferson was not a perfect man. Like all human beings, he had a number of individual flaws and weaknesses. Recent DNA testing has established the strong possibility that he may have secretly fathered children through a slave named Sally Hemings. However, one cannot read about his life without appreciating how much he shaped the civil freedoms and religious liberties we cherish in our modern western world. Throughout history men of great governmental leadership have been rare. Jefferson was not born to lead. Most who met him described him as shy and one who attempted to avoid a prominent role. He often remarked how his only desire was to be left alone to farm at his beloved home called Monticello. However, historical destiny would provide other opportunities for him. As we will see, he developed leadership by first experiencing and learning followership. Before he became an effective leader, he first became a practical follower!

Thomas Jefferson was born in 1743. He was the son of a Welsh farmer who owned a large plantation in the British American colony of Virginia. Thomas was blessed to receive a good education and strong moral teachings from loving parents. From his father and his rural surroundings he acquired a lasting interest in the sciences and in education. He also developed a love for Greek and Latin at a young age. As a young adult, he attended the College of William and Mary in the early 1760’s. Jefferson eventually received his law degree in 1767. After he began his law practice, an interest in politics led him to be selected as a delegate to the Virginia House of Burgesses. The House of Burgesses was a colonial legislative assembly under the authority of the British appointed governor. Three years later, at age 29, he married a wealthy widow named Martha Wayles Skelton.

Jefferson was a reserved person by nature and spoke in a very soft voice. He was never considered eloquent in speech and gave few public speeches in his career. By today’s definition we would not say he had charismatic leadership. But those who spent time with him found his conversations and personality engaging. One of his earliest recognized talents was skillful writing and prose. In his lifetime, Jefferson wrote over 18,000 letters. This talent would serve him well throughout his lifetime. By the 1770’s the American colonies felt unfairly dominated by Great Britain. Delegates from these colonies assembled as a Congress to discuss their grievances and future relationship with Great Britain and its king. Jefferson was chosen to represent Virginia at the 2nd Continental Congress in 1775. By the time of the 2nd Continental Congress, his previously published writings on the "rights of people from tyranny" had already caught the attention of many other delegates to the Congress.

At the young age of 33 years old Jefferson was asked to be the junior member of a committee whose task it was to draft the American Declaration of Independence. He served with two notable individuals whose senior status and outspoken manner made them prominent leaders in the Congress. They were John Adams and Benjamin Franklin. Being a junior member of the committee, Jefferson resisted writing the draft and suggested that Adams create it. Reputedly it was John Adams who convinced the younger Jefferson to construct the document. He told Jefferson there were three reasons why he should write the document. Reason one was that Jefferson was a Virginian and Adams thought a representative from a southern colony like Virginia should “appear at the head of this business.” Reason two, Adams continued is that “I am obnoxious, suspected and unpopular. You are very much other wise.” Reason three Adams opined is “You can write ten times better than I can.”

Jefferson completed his draft in late June of 1776. He was about to learn a valuable lesson in followership. Being a talented young man and gifted in writing, he was naturally proud of his draft document. First his original draft was amended when both Adams and Franklin made alterations with their own handwriting on Jefferson’s draft. The committee presented it to Congress on June 28^th of 1776. The debate on the Declaration began on July 1^st and lasted three days. Jefferson sat and watched the Congress considerably alter his document as presented by the committee. The Congress cut about a quarter of the text, polished some of the wording, and made some substantive changes. Jefferson later wrote how painful and humbling it was to experience this debate. He felt his original document was “mangled” by the Congress. This was a powerful lesson in followership for Jefferson. Oftentimes the best efforts of followers may not be what are most needed or expedient for a given situation. Wise followers accept this fact and continue to make significant contributions to the organization because they want what is best for the organization rather than their own ego! Through this painful experience Jefferson learned about the difficulty of working with other powerful or dogmatic personalities. He learned about the value of building consensus and accepting rejection. Today Jefferson is rightly credited as the author of the Declaration of Independence, yet few people comprehend how he learned to be a follower within the Congress.

The American Colonies revolted and went to war. Jefferson was a legislator and Governor of the state of Virginia. In 1782, Jefferson became a member of the newly formed Congress of the United States, and in 1784 he was named the American ambassador to France. This decade of his life was one of tremendous accomplishment. As a legislator he had instituted many social reforms to protect individual rights and the use of private property. As a member of Congress he played a pivotal role in the establishment of a new nation. He was influential in guaranteeing that no one church would become the official state religion of the United States or receive state financing. He risked his personal life and wealth for the principles he believed in. His leadership accomplishments are impressive. However, they are all the more astounding when we realize what else was going on in his life!

This same decade of his life would also bring about a number of personal tragedies. In 1773 his father-in-law died. Shortly afterward his best childhood friend died suddenly leaving a wife and six children. The next year his first daughter Jane was born, but she would die 18 months later when Jefferson was 31 years old. In 1776, his mother died unexpectedly at age 57. One year later Jefferson’s first son was born and died within a few hours of birth. In 1781 a series of personal trials occurred. First, the British army invaded Virginia and captured his beloved Monticello. Jefferson barely escaped capture by the army. He broke his left wrist while being thrown from a horse. Also during this year, his reputation was damaged when his political enemies convinced the Virginia State Assembly to investigate his conduct as governor of Virginia. The very next year, his wife Martha died just a few months after giving birth to their daughter Lucy Elizabeth. On her deathbed she made him promise never to marry again. Jefferson was now only 39 years old and he kept his promise to Martha. Though he would live another 43 years, he never did marry again.

Most of us would certainly agree that Thomas Jefferson experienced many distressing personal trials during this 10-12 year period. But, sad to say, that was not all! At age 41, he witnessed the death of his daughter Lucy Elizabeth, who died of “whooping cough”. One year later, he stumbled while walking and broke his right wrist. It was not set properly and he suffered pain in this wrist for the rest of his life. During various times of his life he also suffered from prolonged migraine headaches that almost incapacitated him. Another worry he experienced was mounting debt problems for allowing his farm to deteriorate while he served his country in various roles. Remember, all these events were happening while Jefferson was involved in the leadership of founding and managing a fragile new nation. History has recorded all of his many achievements during theses very years when these personal trials were occurring in his life. Few understand what was going on in his private life. He suffered more distressing personal trials than many of us have. However, Jefferson is not remembered for his trials, but for his accomplishments as a powerful and effective leader.

Jefferson had a great leadership quality that set him apart from many others. He did not allow the difficult circumstances of life to crush his inner spirit or his desire to serve others who called upon him for help. Yes, like all of us he could become very discouraged. Upon the death of his wife he remarked to others that he even wanted to end his life. He certainly hurt, mourned, and experienced depression and sadness like most of us. Yet he was able to reach deep inside, shake off these natural emotions and go forward. Jefferson was a lot like another great political figure that arose in the 20^th century. Winston Churchill shared this same quality with Jefferson. It is Churchill who roared…”Never give in, never give in, never, never, never, never – in nothing great or small, large or petty – never give in except to convictions of honour and good sense.”

Thomas Jefferson was able to endure great personal hardship in life because he was a man of purpose. He viewed life as an opportunity to explore the universe and gain knowledge about the wonderful world around him.  He wrote the following statement in 1786 that revealed his zest for life even with all of its trials and obstacles. “Hence the inestimable value of intellectual pleasures...Ever in our power, always leading us to something new, never cloying, we ride, serene and sublime, above the concerns of this mortal world, contemplating truth and nature, matter and motion, the laws which bind up their existence, and the Eternal being who made and bound them up by these laws. Let this be our employ.” It is obvious from his many writings and he had an enthusiasm for life, knowledge and exploration. Another positive leadership quality he possessed was an interest in manydiverse subjects and ideas. He was not obsessed with a single narrow interest, but had many individual interests. Those who met him were astounded at his interest and knowledge in all the sciences and humanities. Some of his numerous hobbies included gardening and practical household inventions. These hobbies helped to refresh his mind and add spice to his life. What a contrast to many leaders today who are so narrow minded or heavily focused on a single issue they leave their followers remarking that they “need a life”!

A reason Jefferson may have been able to overcome personal tragedy and hardship was his rather unique religious beliefs. He was not an eager supporter of the organized religion of his day. Yet it was Jefferson who refers to God three times in the American Declaration of Independence. Some have labeled him a “deist” and some of his political enemies even claimed he was irreligious. The truth is that Jefferson was a deeply religious man in a nontraditional way. He was a firm believer in religious freedom and rejected the traditional views and doctrines of most churches that existed during his time. Feeling that some had distorted the original teachings of Jesus Christ, Jefferson assembled only the words of Christ out of the four gospels and created a book now known as theJefferson Bible. This was the book he took to bed with him to end his day. In a letter he wrote to John Adams, he stated that he read this book for “an hour or a half’s...reading of something moral whereon to ruminate in the intervals of sleep.” Jefferson is not alone among great leaders who drew upon their religious principles or values during times of turmoil and instability.

Thomas Jefferson died on July 4th, 1826, the 50th anniversary of the signing of the Declaration of Independence. His final letters to fellow patriot John Adams and many other friends reveal a man who had mellowed and changed through a lifetime of experiences and personal suffering. Even his final years offer us a valuable lesson in leadership. Near the end of his life Jefferson renewed his friendship with the elder John Adams. For many years they had not been friends. After the revolution and founding of the United States both had become bitter political adversaries. On many issues they were on opposite ends. They grew apart and for many years never communicated directly. However, both leaders deeply understood an important leadership principle. Don’t make political or organizational differences personal! People are more important than programs. Friendship should transcend policy. Both men made an effort to renew their past association and truly became friends. In their later years it gave these two sages an opportunity to discuss their views and differences on political theory and philosophy in a 15 year long letter writing campaign.

Examining the life of Jefferson is a study of the qualities of great leadership. From the writing of the Declaration of Independence to the purchase of Louisiana territory, he was willing to undertake personal risk and responsibility. In accepting the many poorly paid political offices he served, Jefferson sacrificed many years of productive farming and his wealth. He envisioned America as potentially greater than it was and did what he could to make the promise of America a reality. He dedicated his entire adult life to the pursuit of reason that government should serve its citizens and not be their master.

Thank you Mr. Jefferson!

Comments to: gthomas@leadingtoday.org

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

Brodie, Fawn, (1974) Thomas Jefferson – An Intimate History. New York: Bantam Books

Cunningham, Noble, (1987) In Pursuit of Reason – The Life of Thomas Jefferson. Baton Rouge, Louisiana:

Louisiana State University Press

Ellis, Joseph, (1997) American Sphinx – The Character of Thomas Jefferson. New York: Alfred A. Knoft  (Random House)

http://www.monticello.org/

http://www.pbs.org/jefferson/

One Leader's Perspective

I am fortunate to live in the great state of Ohio. Anyone who has traveled the state or studied geography knows that much of this beautiful land is encircled by the Ohio River. This majestic river is formed by the confluence of the Allegheny and Monongahela rivers at Pittsburgh, it flows northwest out of Pennsylvania, then in a southwesterly direction to join the Mississippi River at Cairo, Illinois, after an expansive course of 981 miles. It marks several state boundaries including Ohio-West Virginia, Ohio-Kentucky, Indiana-Kentucky, and Illinois-Kentucky. The Ohio River contributes more water to the Mississippi than does any other tributary and drains an area of 203,900 square miles. The river's valley is narrow, with an average width of less than 1/2 mile between Pittsburgh and Wheeling (W.Va.), a little more than 1 wide mile from Cincinnati (Ohio) to Louisville (Ky.) and somewhat greater in width below Louisville.

Geographically, the river starts out rather narrow and continues to widen on its grand journey toward the great Mississippi River. Hundreds of years ago members of the Erie Indian tribe traveled this part of the present United States. I am sure their journeys often required them to cross the Ohio River. They must have discovered something that is important for leaders to remember even today. The time to cross a river is before it gets too wide.

One of the most remarkable things about our lives is that there are times when directions can be easily changed. This is true of our business, or our personal lives.  American poet and essayist James Russell Lowell once said, “Once to every man and nation, Comes the moment to decide, In the strife of truth with falsehood, For the good or evil side.” Life is a series of choices and alternatives. Often, usually early in the decision making process, there are numerous opportunities to change one’s course or take another direction. In the early stages the options often remain open to reverse one’s decision. As with my earlier analogy, it is easy to cross the river before it gets too wide. As time goes by our actions and habits tend to become fixed unless we are on guard against this human tendency. It becomes far too easy for us to become fixed in both our thinking and our methods and to dwell on one side of the river long after we should have crossed. We can cross it by changing the things we do, or by doing the right things today.

We can all learn a lesson from the recent presidential election of 2000. The problem with indecision 2000 was an incredible vacuum of leadership on the American political scene. In the 30plus days it took to decide the presidential election there were few real winners and perhaps permanent damage was inflicted on our State and Federal judicial systems, as raw partisanship appeared to prevail. In what seemed like the “election from the netherworld” most Americans were appalled to see the results of a Presidential election turned over from the voters and into the hands of lawyers and judges. In the December 10^th edition of Time.com, Nancy Gibbs wrote, “The judges were humbled, at war with one another over whose vision of justice would prevail. The lawyers were as well, when they were reduced to citing rulings against them in one case to help them win another.  The commentariat that had confidently scripted a coda to this long chorale were practically speechless by Saturday night. Even the Constitution itself seemed more like tissue than stone, as people peered its text to find the meaning they sought.” What went wrong?

Everyone knew the election was close both nationally and particularly in the state of Florida. Even the television networks called Florida early for Vice President Gore and later retracted the prognostication as election night hung in the balance. The morning after is when leadership should have boldly arisen. Within the next few days leadership was required from both political camps to meet together and agree on a rapid resolution to an important and potentially damaging process. Both political parties could have met together and agreed how they would request votes to be counted statewide in a fair and consistent manner. This could have occurred before numerous deadlines would close options and opportunities for fairness to all Florida voters. The time to cross a river is before it gets too wide. Sadly, no senior elected official appeared to even suggest such a process! Not a single congressmen or respected elder statesman was willing to step out of political self-interest and offer a vision of rapid resolution and fairness for the voters. Instead, partisanship ruled the day and real political leadership was replaced by talking heads and media commentators.

The result of this void of political leadership was to remove the election process from the voters and their appointed representatives and give it to a few hundred attorneys and judges. I don’t mean to be critical of the Supreme Court of the United States.  It was forced to constitutionally break new ground and I am convinced its members would have rather avoided the entire murky situation brought before them. In reality, the Supreme Court actually did demonstrate leadership not because they necessarily wanted to, but because little real political leadership occurred before it reached them! The country had been put through enough and it was time for decisiveness to avert a Constitutional crises. From their perspective in viewing the complex case presented to them, it was time to cross the river before it got too wide. This recent political event has many lessons for us in both our business and personal lives.

The price of crossing the river gets higher as the river gets wider. If we go down one side of the river too far the principle of inertia will take over and direct our lives for us. A small problem can be solved or overcome with little effort or attention. However, a large problem will require a great amount of time and effort because conditions allowed it to feed on itself and its misdirected energy. For most of us there is a need to often rethink our priorities. What events are occurring in our careers that we have allowed to go on far to long? What decisions in our professional roles have we avoided? What opportunities in our personal lives have we either missed or neglected because we have become too distracted? Remember, the time to cross a river is before it gets too wide. In the 21^st century it is far too easy and common for individuals to spend their lives on roads that go nowhere. Sound leadership requires honest self-reflection and humility. Every leader makes mistakes and errors. The mature ones realize and accept this fact without blaming others or creating scapegoats. They are also willing to change course or direction when they realize a mistake has been made. As leaders we must be vigilant in understanding that action early on is far easier than a reaction later on. The farther we go without addressing an issue, the more difficult it is to cross the river.

As I look over my career I can see many situations where I walked down one side of the river far too long before crossing it. I can remember as a young salesman in my mid-twenties I was asked to quote on a large sub-station transformer. The factory I represented under-quoted the transformer and would have lost money on the order. Being afraid of losing my largest order of the year, I was reluctant to go back to the customer immediately and tell him the factory made a big mistake. Our new quote would be thousands of dollars higher than the one we originally signed and committed ourselves to. Beside, I felt ethically responsible to honor our original quotation. However, I didn’t respond quickly enough and allowed far too much time to pass before I contacted the customer in an effort to solve the problem. I kept the order at the new quotation price but the end result of waiting to cross the river was very negative. The factory was angry, the customer was angry and no one was really satisfied, including me!

Look at your present career situation. Are there individuals, issues or programs you have been unwilling to address? Or on a personal note, are there troubles or loving relationships that need more of your nurturing? Ed Oakley and Doug Krug point out a significant understanding. They write, “Though we may not always be able to choose the circumstances ourselves, we can choose how werespond to them. We have a choice every moment of every day about how we look at circumstances, about what attitude we will have in reference to them. Though it may not always be easy in difficult situations to maintain the most effective attitude, or respond effectively, we do have the choice.” One of the duties of leadership is to bring out the best in others, and that includesourselves. We are at our best when we are willing to cross the river by changing the things we do or how we think!

So what if you are now facing a raging river at its widest possible point? No situation is totally hopeless. We can’t always start over but we can start from where we are now! The river never gets too wide to cross it if we are willing to pay the price. However, instead of crossing the river with one step, it may require building a bridge of steel and concrete. It may not be easy to solve a complex problem or heal a gaping personal wound, but if we take a new direction…tomorrow will be slightly better than today! It may take more time, investment and effort but starting from where we are now is better than not starting at all. Remember my earlier comment about the Supreme Court of the United States. A political powder keg had come before them because a broad lack of political leadership had allowed it to get to the point of last resort. They had a difficult and potentially divisive decision to make among themselves. They couldn’t start over again but they could start from where they were! They paid the price and crossed the river. The legal constitutional fallout may haunt our nation for many years to come, but they were willing to pay the price.

In conclusion, as leaders we all have a tendency to become distracted by seemingly urgent problems and to dismiss other problems or situations as trivial and unimportant. We tend to travel down one side of the river stream in a fixed direction because it is comfortable and we are all creatures of habit. But the farther we travel down one side of a river, the more likely we are to continue on that side. Don’t forget…the time to cross a river is before it gets too wide!

 Comments to: gthomas@leadingtoday.org 

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

Gibbs, Nancy. (December 10, 2000). Before honor comes humility, Proverbs says, and last week seemed designed to bring everyone to their knees. Time.Com

Lowell, James Russell. (1925). The Complete Poetical Works Of James Russell Lowell: Cambridge Edition. Publisher: Houghton Mifflin Company

Oakley, Ed & Krug, Doug, (1994). Enlightened Leadership – Getting to the Heart of Change. Publisher: Simon & Schuster.

Perhaps the most important quality that sets a leader apart from a mere manager is the ability to construct and articulate a vision. Leaders use vision to establish and interpret a hopeful image of the future. This visual picture must be persuasive, attractive and desirable to everyone on the team. The need for vision is important for organizations, group activities and family relationships. Leadership is enhanced by the ability to visualize both the challenges of today and the aspirations and hopes of a better tomorrow. To be most effective, this vision needs to be communicated so clearly that everyone is able to mentally grasp it and picture themselves living in that future. Vision needs to be possible and believable, but it also needs to be challenging and have an unrestricted feel to it.  For example, a part of the Microsoft^Ò Corporation’s vision has been “a computer on every desk and in every home.”

Providing vision is always an important need for a leader. However, it is even more important during times of stress or crisis. During times of great difficulty, people especially need a positive vision of meaning and hope. When either an individual or an organization is in a state of confusion and in despair, they are most receptive to an optimistic illustration of a mission or purpose! How can leaders provide this kind of a visionary message? It is only possible to those who take the time and effort to discover the most fervent desires and deepest values of their supporters. Experienced leaders realize there is more than a single desire and value to be discovered. In reality, the future often announces itself from afar. For most, the noisy clutter of today drowns out the timid sounds of events to come. For the leader, focused attention on these weak timid sounds provides the seeds of vision for a better tomorrow. When communicated clearly, a vision helps people to overcome their perceived defensive positions and self-limitations to discover something bigger than themselves. It inspires them to desire membership within a group and to accept a degree of self-sacrifice. I believe author and management consultant Peter Block defines vision in a majestic way as:

“Our deepest expression of what we want. It is the preferred future, a desirable state, an ideal state, an expression of optimism. It expresses the spiritual and idealistic side of human nature. It is a dream created in our waking hours of how we would like our lives to be.”

In the past, an organization’s vision was typically developed and established by a single individual such as the president or CEO. A single leader exclusively created a vision and then persuaded others to accept it. In recent times, many are now seeing the wisdom of developing a vision that incorporates the aspirations of more than one individual or a small elite group of individuals. In our modern cultural climate, no amount of oratory skill or personal charisma can sell a limited vision that reflects only one leader’s views. Vision isn’t about wildly claiming to know the future. It is about discovering the hopes and dreams of a better tomorrow and providing the motivation to get there. Leadership recognizes that even the seeds of imperfectly formed images expressed by others can also help create a new vision.

Once a vision is congealed, how does the leader convey the mission and inspire others onward? Most people would say the answer is to provide stirring oratory or charisma. Yet these powerful tools are not absolutely necessary for visionary leadership. For example, Thomas Jefferson was a poor orator and public speaker. Yet he used his polished writing skills and personal warmth to motivate others. Other powerful tools include the use of symbols and stories to communicate a vision. Another power tool is to frame a common experience that followers can all relate to. The famous “I Have a Dream” speech by Martin Luther King framed the experience of the March on Washington in 1963 to his followers. King framed the event by inspiring his listeners to feel that history was being made in their very presence.

Another recognized way for the leader to communicate vision is to express it as often as possible with vivid imagery that includes slogans or colorful emotional language. Take the time to explain just how the vision can be achieved and exhibit a personal example of optimism and confidence. As others move toward acceptance of the vision, express confidence in their attitudes and skills. Catch them doing something well and help them to develop self-confidence. As an example, provide easier tasks in the early stages of a project to promote increased confidence among co-workers or followers. As a leader, remember to celebrate the successes and milestones of achievement toward the vision. This helps to generate enthusiasm and excitement since everyone appreciates recognition and rewards.

Finally, as a leader you must lead by personal example, modeling the values you expect of others. Nothing erodes a vision more quickly than a hypocritical leader who violates expected standards and values. Your example should also include the desire to give others the authority and empowerment they need to do their jobs and get them done effectively. Remember, empowering means to provide the resources others need to carry out the tasks assigned to them.

In conclusion, consider the importance of your own personal vision. Outside of the business world we also need to maintain a vision within our families and our personal lives. Take the time to ponder your own personal vision! Write it down as your very own mission statement and refer to it often. As an individual it will give you the optimistic inspiration for a better tomorrow and it will provide you with a greater sense of purpose and meaning.

For weLEAD, this is Greg Thomas reminding you that it was Martin Tupper who once said,

“It is sure to be dark, if you shut your eyes!”

It happened to me again the other day! I was writing a memo on my PC to the manufacturer’s representatives that I manage and it suddenly appeared. It has been happening to me for years but not quite as often as it used to. There I was typing away, allowing the words to eloquently flow like melting butter, and jolt…the “blue screen of death”. If you have ever worked on a computer that has a Microsoft Windows operating system, you know exactly what I mean. This terrifying blue screen can come with a number of startling messages. The two I have become intimately familiar with over the years proclaim inspiring statements like, “a fatal exception OE has occurred. The current application will be terminated.” Why does it have to always be fatal? Why can’t it just sometimes say, “Excuse me, we have a minor problem here?” Or there is a second type of message with the ever nebulous proclamation that “your system has become unstable, you may press any key and wait [forever!], or press CTRL*ALT*DEL again to restart your computer. You will lose any unsaved information.”

Of course, Gregie’s Law states that these messages are most likely to occur just as you are completing the last sentence of an unsaved document. Gregie’s Law is a lot like Murphy’s Law except it is based on the premise that Murphy was far too much of an optimist! As leaders, there is much we can learn from these commonly dreaded scenarios. It should not surprise us that software written by men and women can possess the same characteristics or weaknesses of the humans that created them. However, before I discuss the things we can learn regarding leadership, please allow me to draw an analogy. I will discuss why a few of these blue screens happen to the WindowsÒ operating system in layman’s terms. I am not a programmer or software designer, but I believe I can roughly explain some of the reasons for the infamous “blue screen of death”, even though it may not be technically correct in all aspects.

A software program interacts with the computer hardware to become a working tool for an individual. Combined together, this interaction between software and hardware is designed to be compatible and is often referred to as system resources. Depending on the motherboard design, CPU, RAM, and other design qualities, system resources are limited. I am told that these resources can often be expanded but still always have limitations. Even with a mammoth hard drive and abundant RAM, resources can still be limited because of the operating system design, BIOS or motherboard characteristics. One of the reasons for a blue screen can be the operation of too many programs at the same time. One presently may be maximized while the others are minimized in the background. As we work on the PC, we may be switching back and forth between them. This is known as multi-tasking. For example, sometimes I have a word processor, spreadsheet, web browser, email program, FTP program and file manager all open at the same time. While I am working on one, the others are still minimized in the background and taking up system resources. Because so many resources are utilized, switching from one program to another can cause the system to become unstable, resulting in the blue screen blues!

 Another potential problem lies in memory swapping. One program may reside in a certain portion of RAM memory. Another program may then become maximized and attempt to place its memory in the same address space. A previous program that occupied a portion of address space may still claim it while the new program attempts to use it. The result…you guessed it, the ”fatal exception error” blues! Many PC users also notice a reduction in PC performance if too many programs are allowed to start at system boot-up because they were placed in the start menu or system tray. These start-up programs may run minimized but take up system resources, slowing down the computer.

It is not my intent to criticize the most popular operating system on earth or point out its flaws. Actually, it is getting better. Even the most recent advertising by Microsoft proudly proclaims that its latest operating system is “13 times more reliable than Windows 98”. Of course being in sales and marketing for most of mycareer, I understand this probably means it is a littler better than its predecessor. So what does all of this information have to do with leadership? It actually gives us a lot to think about as we apply this information and draw an analogy to ourselves. As I stated earlier, it should be no surprise to us that the humans who created these machines designed them with flaws similar to ourselves.

Here is lesson #1. Everything physical has limited resources. Just like PC’s, we also have very precious and limited resources. It is the tendency of good and hard working leaders to take on many different tasks. As a matter of fact, the ability for a leader to have multi-tasking capabilities is essential in our modern age. During any given workday, we may be jumping from one important task to another constantly.  The CEO may have the luxury to sit in the corner office and ponder the joys of a corporate vision, but the rest of us have multiple duties and functions to perform that require a rapid exchange of focus, ideas and projects. It is certainly preferable to have the skills and expertise of multi-tasking, but remember that every one of the tasks we decide to address drainsour own personal system resources. Unlike a PC, our system resources consist of our physical energy, mental sharpness, ability to focus, emotional well-being, and coworker relationships. Yes, our ability to effectively address various issues and projects has limitations!

Even many “corporate teams” have the potential to be effective tools of change and accomplishment. However, often the various team members are forced to become far too involved in multiple daily “meetings” (babble sessions) with other teams or groups and the results are mediocre performance. The resources of these individuals or groups are so drained by frivolous projects and blather that their decisions are typically poor and ineffective! Again, lesson #1 is to accept and realize that your resources are limited and precious. James O’Toole comments on this multi-tasking problem confronting leaders today. He remarks, “that the process of leadership is a never-ending struggle to balance the constant and never-ending demands of those with different objectives.” He later contends, “the task is to lead through the processes of design, composition, tension, balance and harmony.”

Here is lesson #2. Take a few minutes to think about the many activities or tasks you are involved in. How many are really essential? How many are we involved in because we forgot to decline involvement or didn’t want to say “no”. Remember, every one of these is reducing your effectiveness and draining at least some of your precious system resources. Maybe it is time to shut down some of these projects or totally “bow out” of them. When working on my PC, I often find programs minimized that I used earlier and should have shut down. There they are residing in the background and taking up limited resources! As leaders, it is often difficult for us to say ‘no” to yet another challenge. Many of us were trained to simply accept what we are asked to do. Saying “no” has been considered refusing to be a team player. The question is do we want everything we do to be mediocre?  Do we want to do only a few things well and most things poorly because our resources are taxed to their limits? Or, do we want to do fewer tasks, yet all of them well because we are focused and truly able to be effective? A hallmark of leadership is to recognize our own limitations and learn to say “no” or to admit this is not the best time to get involved in another menial task or function. I once heard a CEO mention to his executive team, “When you add something on to the priority list, something else must come off the list.” He was on to something! We simply must stop majoring in the minors and make quality decision-making the goal of leadership rather than quantity. However, we may face a mental conflict by saying “no” or stepping back from projects of little real value. Researcher Gary Yukl appropriately points out that some types of positive supporting behavior by other peers and coworkers can reduce the amount of stress on the job. Other types peer support can even help a person cope with stress. But, stepping away fromsome tasks will not eliminate the support or camaraderie of others who respect and value our dedication and efforts. Again, lesson #2 is to reduce the number of non-essential tasks and projects you are involved in.

Here is lesson #3. Stressing your limited resources with too many endeavors inhibits the things you really want to do and value most! While working on my PC, I typically receive the blue screen while I am working on the immediate task at hand. Usually it occurs while I am doing the most important project to me at the time. The same thing occurs in business or our personal life. When we allow ourselves to be involved in too many projects, it saps our scarce resources. Remember, these consist of our physical energy, mental sharpness, ability to focus, emotional well-being, and coworker relationships. When something of real value or importance arises, we are not at our best when our personal resources are exhausted. Much like the infamous blue screen, many sincere individuals have lives that have lost their stability or are virtually frozen in inaction because of depleted personal resources.

Don’t allow this to happen to you. Many years ago I had an elderly friend who previously worked at the NASA Lewis Research Center near Cleveland, Ohio. He told me to never forget the difference between an amateur and a professional. The difference is…attention to detail! If you think about it, this is true of almost every area or our professional and private lives. When our own limited vital resources are taxed to the limit, we lose the ability to concentrate on detail. The end result is poor decision-making and inadequate leadership. Next month I will discuss some of the important ways we can all protect, balance and even nurture our own personal resources. We will discuss how we can avoid our own intellectual “blue screen of death.”

Comments to: gthomas@leadingtoday.org

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. In August of 2000, Greg completed his studies for a Master of Arts degree in Leadership from Bellevue University. He is the founder of weLEAD Incorporated.

References:

O'Toole, J. (1995). Leading Change. San Francisco: Jossey-Bass Publishers, pp.257-258.

Yukl, G. (1998). Leadership in Organizations. Upper Saddle River, NJ: Prentice Hall. pp. 95.

It was a warm summer day in the 1930’s and one of the greatest American baseball players of all time was at bat. The quiet, gentle man was Lou Gehrig, one of the best hitters ever to wear the uniform of the New York Yankees. His durability as a first baseman and consistent hitter earned him the nickname of the “Iron Horse”. During this day Gehrig would do something totally out of character. As the first pitch came at him, he swung and missed. “Strike One” bellowed the umpire. Then came the next pitch.

Again, the “Iron Horse” swung and missed. “Strike Two” intoned the umpire once again. On the third pitch Gehrig stood by and watched the ball pass by him without even an attempted swing. “Strike Three…your out!” the umpire shouted. Then something unusual happened! Lou Gehrig, one of the classiest men ever to play baseball and a solid gentleman slammed down his bat in disgust and was seen having a few words with the umpire. After the game, a shocked media reporter asked him what he was complaining to the umpire about. “Oh…I didn’t complain,” stated Gehrig. “I simply told him that I would give one thousand dollars for a chance at that last ball again!” Within this story is a powerful lesson for leaders to consider. Constructive accomplishment requires decision. For a leader to rely on chance or luck to be a deciding factor is to court disaster. Sometimes, the only risk is not taking one.

It is understandable that we should want to avoid making decisions for a number of reasons. First of all, it is often risky. Risk is defined as the possibility of suffering harm, loss or danger. We tend to be comfortable in our patterns and expectations. Often times making a decision means we must step out of our “comfort zone” into the unknown. Through past experience we know that even a slight shift in our course can have dramatic effects on what our lives will be. Secondly, leaders often make decisions while they are slightly ahead of the prevailing group or culture. It is often a lonely, thankless experience with little visible support. This situation is compounded when the leader has not taken the time and energy to build a strong consensus among others. Even on a personal level, we may avoid or delay making decisions about our family, careers or finances because of an aversion to risk and fear of failure.

But here is an important fact about decision-making and risk. We will frequently come to a crossroads in life or business where an important decision mustbe made. We have a choice to make. Either we make the decision, or “time and chance” will decide for us what we were unwilling to decide for ourselves! Either way, a decision will be made. The question is, will we take charge and assume greater control of the outcome, or will we allow luck or fate to determine the outcome for us? There is an old story about two men drifting on a raft traveling down the Niagara River toward the ominous Niagara Falls. They began to argue about how far they were from the falls and when they should go ashore. The argument continued…far too long. While they delayed making a decision, time made the decision for them, with unfortunate results.

An example of this situation can be seen in the recent terrorist event experienced in the United States. For many years, one event after another warned American leaders that terrorism was at our shore. The 1993 World Trade Center Bombing was a “wake up call” to a sheltered nation about the real threat of terrorism. Six people died in the blast, which caused an estimated $600 million in property and other economic damage. Trials that followed convicted six people of carrying out the attack. In 1995, an American citizen bombed a Federal Building in Oklahoma City causing the death of 168 people and injuring more than 500, making it the deadliest terrorist attack at that time in the United States. Other attacks again Americans included hijackings, embassy bombings, and assaults against American ships in harbor. It was time for leadership, and the courage to make some difficult decisions. American leaders did what democratic leaders often do in this kind of a situation. In 1996, the American Congress passed, and the President signed antiterrorism legislation to strengthen the power of the federal government to respond to both international and domestic terrorism. It was weak legislation intended to show citizens that something was being done. But it should have been time for decisive action and commitment. It would have required an enormous investment in resources and greater government scrutiny. Political leaders were unwilling to make the tough decisions. On September 11^th, 2001 time decided for us what we were unwilling to decide for ourselves.

The purpose of this article is not to encourage you to lurch into ill-advised or poor decision making. Leaders should seek the facts, get advice, do the research and build support whenever possible. But there does come a time when a decision…the decision must be made. It has been said that former American President and World War II General Dwight D. Eisenhower once commented, “A wrong decision is better than indecision”. Think about why a military General would have made this comment. A wrong decision is at least a choice, and if that choice is wrong there if often enough time to retrench, regroup and alter the course. However, indecision only erodes precious time and often removes the option of real choice from the decision maker. Again, sometimes the only risk is not taking one. As author and educator Gary Dessler states, “Very few decisions are forever; there is more “give” in most decisions than we realize. While many major strategic decisions are hard to reverse, most poor decisions won’t mean the end of the world for you, so don’t become frozen in the finality of your decision”. Even Lou Gehrig got a chance to bat again the very next day!

At the heart and core of leadership is also the willingness to take personal responsibility for a difficult decision. On June 6, 1944, in World War II, General Eisenhower agonized over a difficult decision to allow Allied forces to land in Normandy, France. The weather had been poor and threatened to derail the Allied assault. A window of opportunity was closing and it was time for decisive action. Eisenhower gave approval for the landing. However, he also took the time to write an announcement to be broadcast in case the landing failed and the Allies were unable to secure a beachhead. In the handwritten announcement, Eisenhower accepted full responsibility for the failure. Thankfully, it was never needed!

Many experts in management believe that not all decisions are the same. They differentiate between what they call programmed and nonprogrammeddecisions. Programmed decisions are defined as ones that are repetitive and can typically be resolved through rational analysis and mechanical procedures. It is believed that the overwhelming majority of decisions we make are programmed decisions. Standard rules of deduction can be applied to these decision types. Of course this is easier said than done! This assumes one’s thinking is rational and that the “standard rules of deduction” are sound and valid. On the other hand, nonprogrammed decisions are defined as novel and unique in nature. This includes crisis situations or when we are at a personal crossroad in life. These decisions rely heavily on our judgment and values rather than clear-cut analysis. They are typically more urgent and require greater focus. These are the tough agonizing decisions that may need to be based on incomplete information and unknown criteria. Sometimes there is no clear choice of what is right or wrong. There may be little “black and white” and mostly shades of gray. This is where we need to muster all the creativity and intuition we can find deep within ourselves. Because these nonprogrammed decisions are usually strategic, the risk and consequences can be greater.

Here are a few tips to improve your decision-making ability. Recognize the facts as they really are and not how you want to see them. It is easy to ignore or reinterpret the facts because we are looking to support a conclusion we desire. For example, those who study theology often fall prey to a problem called proof-texting. This is where the theologian first comes to aconclusion, and then looks for scriptures to support a preconceived belief.  Maintain your objectivity so your decision is based on an intelligent analysis of the actual facts and not a preconceived decision. Don’t be afraid to use your intuition. This is where you unconsciously make a decision based on accumulated experience and knowledge. Having firm personal values and strong ethics add to the benefit of good intuition. Psychiatrist Sigmund Freud stated,

“When making a decision of minor importance I have always found it advantageous to consider all the pros and cons. In vital matters, however, such as the choice of a mate or a profession, the decision should come from the unconscious, from somewhere within ourselves. In the important decisions of our personal life, we should be governed, I think, by the deep inner needs of our nature.”

Obviously if the deep inner needs of our nature are based on a foundation of integrity and genuine concern for others, our intuition will serve us well. Another decision-making tip is to be careful not to use shortcuts to save time. A common shortcut is called heuristics. This is used to speed up decision-making by applying “rules of thumb” to quickly reach a conclusion. For example, a senior manager may say, “I only want individuals with advanced degrees to apply for this position”. This may speed up the selection process, but may also mean the bestqualified individual is rejected. The final tip I offer is to avoid anchoring. The trait of anchoring is where we give too much credence to the first information or set of facts that we hear. This first bit of information then becomes the benchmark by which the decision will be made and later information that is contrary is minimized.

The next time you are confronted with the need to make a decision, I hope you will remember the story of Lou Gerhig. It is better to choose your own course and perhaps even go down “swinging” than to sit idly by and allow luck or chance to make the decision for you. A leader’s calling is to make the hard decisions when they are needed. Yes, there is a risk to decision-making, but there is often a greater risk when we do nothing and allow fate to decide for us. So be sure you gather the facts, get sound advice, do the necessary research and try to build support from others. Then make the decision, because sometimes the only risk is not taking one!

Comments to: gthomas@leadingtoday.org

About the author:

Greg has over 20 years of sales and marketing experience within the electrical distribution industry. Some of his positions have included being a National Sales Manager, National Marketing Manager and for the past 9 years that of Regional Sales Manager.  He also has extensive experience in public speaking and has written articles for various publications. Greg has a Master of Arts degree in Leadership from Bellevue University where he presently serves as an adjunct faculty member teaching courses in management. Greg is also the president and founder of weLEAD Incorporated.

References:

Dessler, Gary. Management – Leading People and Organizations in the 21^st Century. Upper Saddle River, New Jersey: Prentice Hall, 2001

Fitzgerald, Ernest A. Keeping Pace: Inspirations In The Air. Greensboro, North Carolina: Pace Communications, Inc., 1988

Heilbroner, Robert. How To Make an Intelligent Decision. Think, December 1990, pp. 2-4