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

Business consultant Peter Block is no stranger to controversy. A number of his previous works explored the reaches of transformational management, including his bestselling book The Empowered Manager. In an even bolder way, Stewardship – Choosing Service over Self-Interest offers a dynamic new organizational structure for our young century. Block defines stewardship as “the means of achieving fundamental change in the way we govern our institutions.” He believes that stewardship is a choice “to preside over the orderly distribution of power.” This means giving individuals at the bottom of the organizational structure the choice on how to best serve their customers, citizens and community”. It also means accepting accountability at all levels. Block continues to define stewardship as being accountable to the larger organization by “operating in service, rather than in control, of those around us.” His philosophy is centered on a need and commitment to service rather than self-interest.

Peter Block challenges the modern notion of strong leadership and suggests replacing the term with stewardship. His problem with leadership is that he does not believe it has the capability to create fundamental changes in our organizations. He also believes that leadership “inevitably becomes self-congratulatory and over-controlling. We expect leaders to choose service over self-interest, but it seems the choice is rarely made.” Perhaps Block would have better made his point by discussing the various philosophies that pass as leadership rather than neatly collecting them all in one term. Indeed, leadership is often a vague and misunderstood term.

Stewardship – Choosing Service over Self-Interest is a book with three parts. The first part discusses the basic concept of stewardship. It highlights the promises offered by developing a passion toward stewardship in contrast to what we experience in traditionally managed organizations. The second part of the book discusses the redistribution of power in a practical way. This controversial section of the book butchers many managerial “sacred cows” and offers a vision of what stewardship can be like in action! Part three examines the reform process and explores how you and your organization can get from where it is today to an environment of stewardship.

If you are one who is not satisfied with the status quo, you will find this book exciting and refreshing. Sometimes written in almost theological terms, Block inspires the reader to expect more from our institutions and ourselves. This book should find itself on the bookshelf of every person interested in the study of leadership.

 Stewardship - Choosing Service Over Self-Interest

Berrett-Koehler Publishers, San Francisco, 1996 (264 pages in paperback)

Author Peter Block

ISBN 1-881052-86-9

weLEAD rating highly recommended

Buy This Book at a Discounted Price Here!

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

Books on leadership now abound in bookstores and in our popular consciousness. Anyone who begins a serious study into this subject will soon come across familiar names such as John Gardner, JamesMacGregor Burns, Robert Greenleaf, Bernard Bass, Kenneth Blanchard, Terrence Deal, Warren Bennis, Max De Pree and others. Wouldn’t it be wonderful if one book contained some of the most insightful writings and thoughts of these individuals? The Leaders Companion – Insights on Leadership Through the Ages is such a book and should be on every leader’s bookshelf!

This massive work is edited by J. Thomas Wren and he undertakes a difficult task. Wren constructs the book with three basic premises. First, that leadership is not just a modern “fad”, but is “central to the human condition”. Leadership as a concept is both current and timeless. The second premise of the book is that leadership is not just the province of a select few, but is available to all. Thirdly, and perhaps the most important premise is that leadership is a valuable area of study, especially the process of leadership. Wren hopes the reader will appreciate the “real end of leadership: the achievement of mutual goals which are intended to enhance one’s group, organization or society.”

To initiate these premises the book approaches leadership from a broad perspective. Wren draws upon a broad range of classical writers, leadership scholars, and the wisdom of modern leaders. The book is divided into thirteen parts that guide the reader through the complex structure we commonly call leadership.  Wren acknowledges that understanding this process lies at the heart of improving our lives, surroundings, and world.

This book is an outstanding collection of various leadership perspectives and models. He has opened up the study of leadership through the ages and from a worldview of different cultures. The Leaders Companion – Insights on Leadership Through the Ages is great reading and should be part of your own leadership library!

The Leaders Companion – Insights on Leadership Through the Ages

The Free Press, New York, 1995 (554 pages in paperback)

Edited by J. Thomas Wren

ISBN 0-02-874005-X

weLEAD rating highly recommended

Buy This Book at a Discounted Price Here!

Occasionally a book comes along that is short, a pleasure to read and truly helpful. If You Haven’t Got the Time to Do It Right, When Will You Find the Time To Do It Over by Jeffrey J. Mayer is such a book. Mayer has spent much of his career as a time management consultant and he has written a basic primer for those interested in organizing their lives to a greater degree.

Most of us are being required to do more work with fewer people. How to get this increased workload accomplished is a common problem. Mayer asks, “But are we really increasing our productivity, or just the number of hours we work?” He then offers a solution. The key to getting work done is not simply to work harder and longer but smarter! Better organization is a solution. This book is centered on the principle of “save time by wasting less of it!” The author uses his vast experience to offer ideas, techniques, and concepts to save time and use it more effectively.

If You Haven’t Got the Time to Do It Right, When Will You Find the Time To Do It Over provides common sense ideas that really work if we are willing to apply them. Being creatures of habit we tend to do things because that is the way they have typically been done. Mayer has boldly stepped out of the habitual routine to find ways to overcome daily obstacles to time and productivity. He attempts to show how time can be saved in “small pieces” rather than in large blocks. He ponders, “Save thirty seconds every five minutes, and by the end of the day, you’ve saved an hour.” The book is divided into two parts. The first part shows you how to organize your workspace including your office, files management and desk. The second part shows you how to streamline your entire business to become more productive and organized.

This is a useful and rewarding book. If it helps you to change only one routine in your life due to its beneficial ideas it will have served a valuable purpose. Easy to read and understand from cover to cover!

If You Haven’t Got the Time To Do It Right,

When Will You Find the Time To Do It Over?

Fireside/Simon & Schuster, 1991 (155 pages in paperback)

Author Jeffrey J. Mayer

ISBN 0-671-73364-8

weLEAD rating highly recommended

 Buy This Book at a Discounted Price Here!

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/

As we enter the 21st century there is a growing awareness of the importance and need for leadership. A wide recognition of the critical need for leadership is so prevalent that many universities now offer graduate programs in its study. It appears that the study of leadership has come of age and is finally receiving its proper recognition. There are literally dozens of various definitions of leadership. We will simply provide one that we feel effectively defines organizational leadership in virtually all situations.

Leadership is the ability to articulate a vision, to embrace the values of that vision, and nurture an environment where everyone can reach the organizations goals and their own personal needs.

Effective modern leadership is a skill comprised of many different traits or qualities. Some of these qualities include vision, a mission, values, commitment, motivation, and consensus building. The lack of any of these important traits or qualities may greatly reduce the effectiveness of a leader.  Here is a very brief definition of these qualities. Each one will be individually covered in greater detail in future weLEAD "leadership tips" in this section of leadingtoday.org.

Vision:    This is the meaningful articulation of the mission of the organization in such an appealing and intuitive picture that it vividly conveys what the organization can be in the future. Vision instills a common purpose, self-esteem and a sense of membership within the organization. Traditionally, vision has come from the top management of the organization. Many leaders are now also beginning to see the value of creating the vision with those who are closer to the work environment and the customer.

Mission or Mission Statement:   This typically describes the purpose of the organization and outlines the types of activities to be performed for constituents and customers. It should also mention what unique value or services the organization offers as a byproduct of its work. Mission statements typically contain at least three components. First, a statement of the overall purpose or mission of the company is declared. Secondly, a statement that indicates the values that employees are expected to maintain and commit to in the decision-making process. Third, a declaration of the major goals that management believes is essential to attain the mission. These goals should be consistent with the philosophical values that employees are expected to maintain.

Values:          These are the guiding principles that state how the employees, beginning with management, intend to conduct their business and their behavior. These values will determine what kind of an organization develops and they become the foundation of the organizations culture.

Commitment: This is an employee's emotional investment to extend great effort toward the implementation of a decision, outcome or goal. Successful leaders need to be committed individuals and to solicit the commitment of others to achieve established goals, and the mission.

Motivation:   This is the ability to provide an incentive or reason to compel others into action or a commitment. Since all individuals are different, successful leaders know that diverse people respond to different motivators. A wise leader also knows that money is not the strongest long-term motivator and cultivating an environment of fear is the least effective long-term motivator.

Consensus Building: This is the ability of a leader to build an agreement among differing individuals within a group. A consensus usually occurs when various members of a group agree that a particular alternative is acceptable though it may not be the first choice of each member. Consensus building can create a greater degree of commitment among group members than a decision make by a simple majority. However, consensus building requires additional discussion time and sometimes may not be possible. Eventually the leader may need to take the initiative and affirm that the group decision has been made to begin implementation.

A valuable purpose of leadership in our modern age is to provide vision, direction and motivation for a team of individuals to accomplish a task or mission that otherwise could not be accomplished by a single individual. Other members of the group, team or organization are called "followers."  Followers are those who subscribe to the vision and guidance of the leader. The study of followership is also of growing interest. However, don't be confused by the term followers or followership.  This term should never be used in a derogatory or negative setting. Followers may also exhibit leadership qualities in order to achieve their own tasks and individual roles. Followership is such an important responsibility that a great many of today's most effective leaders first learned to be good followers before they acquired the skills, opportunity and experience to lead others. In other words, learning and appreciating the skills of followership are often the reason an individual has gained the experience and necessary knowledge to become a leader.

Wise leaders are beginning to understand that it is their responsibility to develop followership by encouraging the followers participation in goal setting and objectives. Modern leaders are viewing followers as partners in the enterprise who should be encouraged to pursue innovation and given the ability to do their job.

There is very little evidence that the so-called  "naturally born" leader really exists. Continuing and ongoing studies are showing that the concept of a "natural born" leader has little merit. One reason for this error may be that people often mistake charisma for leadership. It is true that some leaders possess a great amount of charisma. However, many leaders do not. In reality leaders are not born, they are forged by many factors. Some factors that often forge effective leadership traits are education, preparation, experience and opportunity.

Why is leadership important to you? It is important because the development of positive leadership skills can have a beneficial and powerful impact in virtually every area of your life! Acquiring, understanding and exhibiting leadership skills can have a constructive influence within your workplace environment, within your community and in your personal relationships with others. We encourage you to take advantage of the vast amount of knowledge now available within the growing study of leadership.

For weLEAD, this is Greg Thomas reminding you that it was Harry S. Truman, who once said,

"Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better."