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Team Leadership: |
Influence, Not Only Accomplishment part 1 of 2 |
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"The real test of a man is not when he plays the role that he wants for himself, but when he plays the role destiny has for him."
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This article was authored by John Hawkins, Founder and President of Leadership Edge Incorporated. Mr. Hawkins helps university students and organizational leaders across America wrestle with the issue of developing a leadership lifestyle. He believes that this is essential for effective, long-term leadership of today’s chaotic organizations and corporations. Mr. Hawkins is an author, consultant, speaker, husband, and father. There is a critical test that separates effective leaders from those who are truly legendary. This test takes place within the leader when he begins to question the message and legacy of his life. What is the message of his life and leadership? What legacy is he leaving behind for others to ponder and learn from? Sadly enough, many leaders never get to the asking of these questions, much less to the answering of them. The busyness of life and work, the fears that gnaw within and drive them meaninglessly forward, rob them of moments of reflection. By cooperating as willing partners in this theft of reflection, they demonstrate that they are ever wary of taking an honest, deep look within. These are the men and women of leadership who accomplish much, but influence little. Fortunately, in every generation there are those leaders who usually in their middle or later years decide to face the questions of meaning and message. These are the leaders who commit to the role that destiny has for them. In choosing to define and play out this role, they quickly realize that their leadership must not be recognized only for its organizational accomplishments. They believe that the core of legendary leadership consists of human influence, as well as organizational accomplishment. Legendary leaders focus not just on what is happening to the bottom line, but also on what is happening to the people. They ask "What are we becoming?" as well as "What are we accomplishing?" These leaders realize that generous monetary compensation is important, however it has limited effect in building and sustaining ethical choices. These questions and beliefs guide their actions because they desire for their people to be genuinely bettered by the leadership—followership process. They determine to not merely use their people or coddle them, but rather to help them to be better, more ethical people as a result of the leadership endeavor. A commitment to ethical influence is nurtured or negated by the life of the leader. His speech and actions in both public and private contexts will determine if there is any weight to his ethical influence. Leaders who endeavor to build their moral influence choose to live exemplary lives because it is the right thing to do and because it is a prerequisite to positively influencing others. In exerting ethical influence, leaders do well to move purposefully, slowly and with genuine humility. Their aim is not to coerce ethical responses, it is rather to encourage and support ethical choices. These leaders must be quick to face their own failings and yet not sheepishly hide behind them. Their lives, with both strengths and weaknesses, must become one of their most powerful assets. ------------------------------------------------------------------------------------------ page 1 2 © Copyright – John Hawkins – Used with permission |
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