Volume 3 Number 2

TRUE LEADERSHIP

By Susan Schachterle

Since the point in time at which human beings began banding together to form units, there have been leaders. Good leaders, bad leaders, effective leaders, self-serving leaders, there have always been leaders. Any venture that requires that individuals establish and maintain focus, move toward a goal, and merge their unique qualities and abilities to create something more powerful than they as individuals also requires a leader.

Although there are many factors that influence the effectiveness of an organization, it has been the case historically that the quality of leadership within that organization will have greater impact on its success than virtually all other components combined. The leader sets the tone that will characterize the operation of the group, and, therefore, bears a heavy burden for ensuring that the organization can move powerfully and capably toward its goals. A leader motivated primarily by the desire to beat the competition and to revel in that victory will, in most cases, miss the subtle nuances and quiet indications of dissonance within the ranks in his own organization. A leader whose capacity for imagination, whose ability to envision the true potential for his/her organization is restricted by a limiting belief system will, consciously or unconsciously, keep that organization from moving beyond the experience of the past and into a future of unlimited possibility. A leader who regards people as expendable, interchangeable, and not particularly worthy of recognition will not be able to call forth from his/her employees the depth of excellence that is available to them, and will certainly not command the kind of loyalty that is crucial in getting an organization through challenging times.

True leadership is a way of being, not just a title or set of skills. Without the

perspective of true leadership, the skills of leadership are often used as weapons instead of tools for creating ongoing success. Without the way of being of the true leader, ego and personal agendas can easily take precedence over the needs, goals, and well being of the organization and the individuals of whom it is comprised.

The true leader is able to operate in several capacities with equal effectiveness, and has the skill and wisdom necessary to determine which aspect of leadership is appropriate in any given situation. For the genuine leader, wisdom and insight are a way of life, a way of understanding and responding to life’s circumstances. That way of being allows the true leader to motivate, guide, and empower others to move beyond perceived limitations; s/he can assist others to discover in themselves the capability to accomplish goals, and to operate with commitment, enthusiasm, fulfillment and abundance.

This leader is equipped to function at times as a corporate Visionary, creating a vision of the future that compels employees to move forward with passion; at other times as an organizational Shaman/Teacher, providing the wisdom that allows people to implement knowledge and skill in a framework of power and compassion. In other situations, this leader operates as a corporate Healer, providing the grace and insight necessary to restore trust and rebuild relationships, and at times as an organizational Warrior, prepared to do metaphorical battle in the marketplace and to lead his/her people to success.

What is the differentiating element between the average leader (who is often in reality a highly paid manager) and the exceptional leader as described above?

The answer lies in the internal state, the perspective from which the individual operates.

A leader may perform his/her responsibilities from a state of power, or from a state of anxiety or fear. He/she may conduct day-to-day duties from an internal state of passion and possibility, or from a place of anger and defensiveness. Each will carry very different results.

The foundation of that state or perspective is found in the beliefs carried by that leader. Our actions, choices, and decisions are motivated by our outlook, which is formed by the internal state from which we function. That viewpoint or state is generated by the set of beliefs through which we perceive and respond to our circumstances. The leader who believes that employees will shortchange the organization if they aren’t carefully monitored will deal with those employees differently than the leader who believes that his/her employees will rise to the occasion when treated with respect, trust, and acknowledgment. Those very different viewpoints and accompanying behaviors on the part of a leader will result, in many if not most cases, in very different levels of performance, enthusiasm, and loyalty from employees.

The leader who believes that balance is crucial to quality of life and work will make choices and decisions on the basis of that belief, and will build an organization of individuals for whom work is a source of personal as well as professional satisfaction, an opportunity for accomplishment, pride, and self-expression. The leader who believes that employees are expendable will find him/herself in a kind of revolving door environment in which the general attitude is reflected in poor performance, sky rocketing stress, and high turnover. The belief that life and business are difficult and that hammering the competition into submission is the only way to survive will result in a very different atmosphere than the belief that each challenge met is another level of refinement, and that a commitment to the highest possible quality and performance can lead to much greater multi-level rewards than a focus on beating out the competitors.

The optimally effective leader carries and operates from a particular set of beliefs that allows him/her to move individuals and an organization beyond real and perceived limitations and into the vision of success which has been the framework of their efforts.

Throughout history the leaders who have created and facilitated the most meaningful results (while committed to doing no harm) have shared many or all of these beliefs.

Fortunately, these are beliefs that any of us can adopt and incorporate into our day-to-day operations. And the really good news is that the limiting beliefs that keep us from finding and living our own passion and potential (as well as that of our organizations) can be transformed into beliefs that support and add power to the reality we want to

create.

In these times of unprecedented and periodically perilous change, it’s not enough for those in positions of leadership to have the knowledge and theory of leadership; they must also have the tools that allow them to access and implement their own discernment and intuitive wisdom. The leader who has learned to move fluidly among all four aspects of true leadership can assist the organization, in all situations, to operate with grace, integrity, and success.

Q and A

Q: I’m CEO of a small accounting services company (50 employees) in the Midwest. We’ve been doing well for about 12 years, but in the last year or two profits have fallen, clients are less interested in outsourcing their work than before, and we’re working hard to stay afloat. The Board of Directors and I have come up with a plan that will allow us to expand the range of services we offer and thereby increase our market niche. It’s a good, solid plan; very different from what we’ve done in the past, but clearly one that just might help us keep the doors open. Here’s the problem: several key employees are resisting this new direction in more and more evident ways. Their resistance seems to be contagious, lots of complaining, turf wars, behavior that seems designed to undermine the potential success of the new direction.

I’m confused by all this; they know that if we don’t do something we could go under. I’ve tried to explain how this new concept will benefit the company. I’ve tried threatening to let go of people who aren’t on board. I’m out of ideas, and things are getting worse. I don’t understand; why are they resisting a perfectly good plan, and how can I get their buy-in?

A: Sounds like a frustrating situation, and one that is, unfortunately, fairly common.

Most people tend to regard change as a threat; even when the changes that are in the works are healthy, useful, even essential ones, few of us are comfortable when what we’re used to begins to shift.

In light of that, it’s important to understand that the resistance you’re seeing from your employees most likely has little or nothing to do with the actual plan you want to implement; their reaction is probably instead an expression of the normal anxiety that comes with letting go of something familiar (your old way of doing business) and becoming familiar with something new. Change often brings up a number of concerns (“what if I can’t learn to do it the new way? What if this new plan makes me unnecessary around here?” etc.) as well as the discomfort of the unknown. Your best bet in getting buy in from your employees is to help them answer the question “What’s in it for me to be part of this change?” This isn’t a self-absorbed concern; we all have to feel that something is good for us before we can make the commitment.

This question is a personal one; it’s virtually impossible to get someone on board because it will be good for the organization. You need to assist your people to recognize the benefit they personally can experience from actively participating in the changes. Those benefits might include things like:

· possibility of future increase in pay

· the development of new skills which can lead to new opportunities

· greater and more rewarding responsibilities or

· opportunities for increased visibility within the company

and there may be many more.

Of course, any benefits that are mentioned must be authentic, and you as leader must be absolutely sincere in your communication with your employees.

They are already feeling a bit threatened, even insecure, in the face of change. They need to feel they can trust your words, your actions, and the sincerity of your concern for them.

The Ahimsa Journal is a bimonthly newsletter addressing the concerns of middle management and upper level executives as relates to the issues of growth and change within their organizations. To receive your FREE subscription, send an e-mail request to AJ@ahimsagroup.com.

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