Build People – Compassion, a Tool For The Leadership Toolbox

A Theory About CompassionSympathy and empathy remain emotions quite dangerous, and I will include a caution to avoid these emotional entanglements.  Yet, in discussing sympathy and empathy, a question was raised regarding compassion, and I would speak to this tool.  Please note that sympathy and empathy are not compassion, and understanding the difference remains fundamental to using compassion correctly to build people.

Compassion

The dictionary declares that compassion means “to suffer together.”  Intimating that compassionate people feel motivated to relieve suffering for they have felt the pain of suffering in another.  But, compassion is not the same as empathy or altruism.  Empathy is all about taking the perspective of and feeling another person’s emotions.  The taking is dangerous, the feeling is dangerous, and combined empathy becomes all about the selfishness of the person taking and feeling, not the sufferer. Compassion is when those feelings and thoughts include the desire to help, taking nothing, onboarding no selfish emotional entanglements for personal gain, simply a desire to help relieve suffering. Altruism, in turn, is the kind, selfless behavior often prompted by feelings of compassion, though one can feel compassion without acting on it, and altruism isn’t always motivated by compassion.

[Evolutionary roots for compassion] – Check this video out!  Well worth your time!

The focus of compassionate people is to help without benefiting personally a person or animal in pain.  Be that pain physical, emotional, mental, etc.; the focus is always on the other and on helping as able.  Interestingly, compassion is rooted deep in the brain, whereas empathy, sympathy, and altruism are not.  Compassion changes a person fundamentally for the better, whereas research supports that sympathy, empathy, and even altruistic actions do not.  Hence compassion can be a tool in a leader’s toolbox, whereas sympathy and empathy are more often than not useless in situations.

If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” – Dalai Lama

Compassion does not just happen. Pity does, but compassion is not pity. It’s not a feeling. Compassion is a viewpoint, a way of life, a perspective, a habit that becomes a discipline – and more than anything else.  Compassion is a choice we make that love is more important than comfort or convenience.” – Glennon Doyle Melton

It is clear that compassion is intentionality, a cognizant decision to act, and the purpose is always to help.  Sympathy, empathy, and altruism are simply unconscious emotional desires; unless the person showing these emotions is there for personal gain, for deception is intentional and conscious.

Please note, I am not delving into the various types of compassion.  Other researchers have done this, and frankly, I feel like Mark Twain’s quote has come to life, “We have studied something so much, we now know nothing about it.”  If you want a resource for diving deeper into compassion, check out Dr. Paul Eckman’s “Emotional Awareness” as a launch point.  Be advised, emotions are a choice made consciously, and too many researchers refuse this belief.  Passive emotional beliefs rob us of fundamental power and abilities for being human.

“Let our hearts be stretched out in compassion toward others, for everyone is walking his or her own difficult path.” – Dieter F. Uchtdorf

Compassion as a Tool

Leadership, as a job, contains equal parts of teaching and exemplifying.  Compassion for self is observable through the words and actions of a leader.  Do you insult yourself by calling yourself “stupid,” “ignorant,” etc.?  If so, your followers will automatically presume you will do the same to them.  The tool compassion begins with relieving internal suffering, and compassion for others is nothing but an extension of compassion for self applied through action.

Compassion for others begins with kindness to ourselves.” – Pema Chodron

It is a lack of love for ourselves that inhibits our compassion toward others. If we make friends with ourselves, then there is no obstacle to opening our hearts and minds to others.” – Anonymous

It is not enough to be compassionate. You must act.” – Dalai Lama

Consider the teacher you admire most; did they show compassion?  I guarantee they did, and their compassion is one of the most significant reasons you hail them so highly.  Compassion is not a weakness but, in fact, a strength and a motivating reason to be a better leader.  Through compassion, we train ourselves to become more tolerant of our own faults and then extend this kindness to others.

Leaders ask yourself:

    1. When was the last time you showed compassion to yourself?
    2. How much compassion do you practice daily, first on yourself, then upon your followers? – Inherent to note, you cannot be critical of yourself and compassionate to others. Compassion cannot be faked; treat yourself better.
    3. Do you build compassion and promote compassion? How often?
    4. What motivates you to develop and encourage compassion?

Using Compassion as a leader

Look for a way to lift someone up. And if that’s all you do, that’s enough.” Elizabeth Lesser

When we give ourselves compassion, we are opening our hearts in a way that can transform our lives.” – Kristin Neff

Compassion is so often the solution.” – Anonymous

Aesop has a fable about a lion with a thorn in his foot, removed by a shepherd.  M*A*S*H 4077th related this story with Aesop’s shepherd being Androcles, a Christian who was to be fed to the lions, but the lion remembering the kindness, refused to eat.  Other variations of this story exist, but the moral always comes back to support the truth, “Compassion is so often the solution” Anonymous.

In fourth grade, my second trip through this grade, I had the great privilege of witnessing the power of compassion by a principal.  The principal (Miss Murphy) told me a story of her youth where she had been a crossing guard and abused her power one day.  The child complained, and the following day her school principal called her in, but instead of punishing her, he offered praise, sincere, appropriate, and heartfelt praise.  Miss Murphy could see the complaint on the desk of her principal, knowing she should be getting punished, but instead, the compassion of the principal changed her life.  I was a third-generation extension of this principal’s compassion, through Miss Murphy, who knew I was busted for the umpteenth time, should have been expelled from school, and punished severely.  Yet, Miss Murphy had witnessed good and used this moment to express praise for the good witnessed.

NO FearI have tried not to let Miss Murphy’s compassion end with me and pass along her lesson often.  Compassion and praise remain instrumental tools in every leader’s toolbox.  Do not fear using these tools frequently, for then you also will change a life, even if that life is only your own.  I am a better person because others have provided me compassion; pass it along!

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.  Quoted materials remain the property of the original author.

Build People – Focus on Potential, a Leadership Task

ToolsWhile walking through Home Depot, my favorite aisles are those aisles with tools, power tools, hand tools, and so forth.  My mind always goes on imaginative wanderings, thinking about what those tools will go out into the world and do.  Will an inexperienced hand learn on those tools?  Will they build grand buildings?  Will they destroy?  What will those tools help accomplish?  The potential held in a tool is as much a mystery as looking at a babe in arms and thinking, what will that soul go forward and do?  I never become bored thinking about the potential held in a tool as part of the ongoing saga of humanity.

Without hands, a tool is useless; the tool cannot act independently.  Guns do not shoot themselves; hammers do not strike anything alone; thus, we can see that tools need someone to fulfill the measure of their creation.  For good or ill, the tool is only ever a force multiplier and requires intention through another party to act.  A critical point to understand is the person’s intention of holding the tool, who decides whether that tool will build or destroy, and the value to the owner.

Knowledge Check!But, this article is about people’s potential; why begin discussing tools?  To a leader, each person is a tool requiring training, delegation, trust, and motivation to achieve the measure of their creation.  Have you ever witnessed an unskilled manager use, or abuse, their people?  My first officer in the US Army National Guard was one of these unskilled managers.  The stories and experiences from this manager are legion, fraught with examples of what not to do and the hubris of a person placed into a position of power above their competence level.  I have long wondered, what did this officer’s boss think about this officer’s performance?

The first lesson in building people is this; everyone has someone they report to.  Do your people know who they report to, and are they comfortable talking to this person?  Consider the following:

Leadership is solving problems.  The day soldiers stop bringing you their problems is the day you have stopped leading them.  They have either lost confidence that you can help or concluded you do not care.  Either case is a failure of leadership.” – General Colin Powell

In more than nine years of Military Service, I can count on one hand the number of officers I trusted enough and were approachable sufficient to bring problems to, and I won’t even need the pinky and thumb.  In talking to friends and family about this issue, their experiences are similar.  Worse, the same problem exists with the non-commissioned officer corps.  In my professional pursuits outside military service, I have worked with precisely one boss to whom I felt comfortable bringing issues.

While I strive to be the leader I wish I could take problems to, there is a realization that to my teams, I am being measured, weighed, and if found wanting, will never know I failed to be the leader to whom I would bring problems.  Consider this for a moment.  A leader could be solving problems and thinking, “My people bring their problems to me QED: I am a good leader.”  While never realizing they are detestable and hated by their people.  All because their people only bring work-related problems, and then only rarely.  In the US Navy, I experienced this exact issue more than once, and the officers all thought they were “God’s gift to their people.” Massive egos, compensating for being vile and despicable.

Leaders, take note:

    1. What are the preferred names of the members of your teams?
    2. When was the last time you shared problems and asked for input from your followers?
    3. What are you learning daily, and who is teaching you?
    4. Do you know your followers sufficiently to advise?
    5. What quirks, talents, skills, or abilities do your people possess that you appreciate?

How you answer these questions determines more than your destiny as a leader and your team’s productivity in achieving business goals.  When I begin a new project and select tools, I review what I know about my tools.  My hammer has a loose head, but I will not change it out because it has the smoothness of age and is the best hammer for finishing work.  This wrench has scratches in the head and a chisel mark in the handle that is exactly 6” and is handy in a pinch.  Thus, when used on soft brass, the head will leave marks in the metal on which it is used.  All this and more is reviewed, strengths and weaknesses, quirks and peculiarities, all known before engaging in a new project.  When you know your tools, their potential is declared, and in communicating their potential, how and where they can be best used becomes common knowledge.

Leadership is a potent combination of strategy and character.  But if you must be without one, be without strategy.” – General Schwarzkopf

Ninety-Nine present of leadership failures are failures of character.” – General Schwarzkopf

Several of the worst people I have ever worked for had the moral integrity of a used car salesperson.  They could not be trusted, except to be trusted to stab you in the back.  No honesty, never forthright, always acting for the downfall of anyone they deemed was competition, and constantly engaged in stealing glory while meting out the worst punishments.  While the experiences fulfilled another axiom from General Schwarzkopf, the education was brutal to suffer through.

You learn far more from negative leadership than from positive leadership.  Because you learn how not to do it, and, therefore, you learn how to do it.” – General Schwarzkopf

These experiences alone would qualify me to write this article; however, through a multitude of academic classes and degrees, I have gained more fundamental qualifications to justify what I am about to declare.  If you think a title makes you a leader, you are the problem in your organization’s leadership!  In working with newly minted, freshly commissioned, officers in the US Army and the US Navy, I have learned through sad experience too many consider the rank and titles their “Golden Ticket” to being abusers of people through “leadership.”  One particular example stands out more clearly from the others.

While serving in the US Navy, my first Chief Engineer was book smart and common sense inept!  This man was more dangerous with tools in his hand, even though he could verbatim quote pages from maintenance manuals.  Shortly before I arrived on the ship, the Chief Engineer had started a fire on board the vessel in multiple engine and auxiliary rooms by applying shaft brakes to an operating shaft instead of to the shaft that had been locked out and tagged out.  The Chief Engineer then compounded his errors by blaming the engineers who had properly locked out/tagged out the shaft needing maintenance.  This was a major issue that proved cream rises and trash sinks, and this leader was absolute trash!

The bitter cherry on this crap sundae, the example of the Chief Engineer, was a symptom of a greater sickness and moral desert in the Engineering Department.  Chiefs were force-multiplying the Chief Engineers example, and the senior non-commissioned officers were force-multiplying the chiefs example.  Who suffered, the lowest enlisted, and the rest of the ship.  Maintenace was rarely done properly, watchstanding was hit or miss, and the example plagued the Engineering Department for years after the Chief Engineer was summarily dismissed.

The only redeeming factor from this experience, I learned the lessons of what negative leadership does well.  Leaders take note:

    1. If character problems lead to poor performance or behaviors detestable in your teams, look no further than the reflection in the mirror for both an answer and a root cause.
    2. Your followers will observe what you do more than what you say. How are you acting?
    3. Stop looking up, you are a leader, and your first vision should be to look sideways and make sure your people are on the same level before you look up.
    4. Before embracing new strategies, first review character!

The following is critical to building people and promoting potential:

To be an effective leader, you have to have a manipulative streak – you have to figure out the people working for you and give each tasks that will take advantage of their strengths.” – General Schwarzkopf

Leadership is a balancing act between helping people take advantage of their strengths and training them to overcome individual weaknesses.  Yet, leaders often act like managers, never training, and always micro-managing to shave strengths preventing competition with the leader.  Which are the actions of neither a leader nor a manager, but a tyrant!  Petty authoritarians acting the role of tyrants produce more harm than war, poverty, and disease combined.

What actions are needed?  We conclude with the following:

TRUE courage is being afraid, and going ahead and doing your job.” – General Schwarzkopf

The job of a leader begins with being a good follower; even if to be a good follower, you must be the loyal opposition standing like a rock doing the right thing in the face of adversity.  Moral integrity is critical to being a good leader and is foundational to building people.  Leaders take special note and act accordingly:

    1. What is your moral code?
    2. Why do you embrace those morals?
    3. Do you understand integrity is doing what is right, especially when you think nobody is watching? Do you have moral integrity?
    4. Do you know your identity, and are you comfortable with your identity?
    5. What character do you possess, and is that character tied to your morality and integrity?Exclamation Mark

When you are placed to influence people, build potential by first knowing, and then doing that which is the harder right, than the easier wrong.

© Copyright 2021 – M. Dave Salisbury
The author holds no claims for the art used herein, the pictures were obtained in the public domain, and the intellectual property belongs to those who created the images.  Quoted materials remain the property of the original author.

Leadership: Finding Diamonds in the Pig Slop!

Knowledge Check!Have you ever noticed the many writers pouring billions of gallons of ink into leadership guides, books, articles, and so forth, and leadership is still a problem?  As a kid, we kept pigs.  Not many, just seven or eight, had a couple of batches of piglets, and the pig slop grew the best tomatoes ever.  One day, someone visited and saw the pigs when they dropped something flashy in the pig slop.  I forget what was dropped, but we kids were told to find this item for this visitor — launching a marathon of several days crawling through pig slop all to no avail.

I saw those pigs eat snakes, squirrels, and they even ate a wild dog who got injured inside their pen.  These eating machines never ceased to amaze me, and the slop was the best place to “lose” anything.  Bringing us back to leadership and the search for diamonds in pig slop.  I am not castigating the authors of leadership books, tools, guides, etc., as creating pig slop.  I am claiming that leadership is learned, and in learning, there will be failures and success.  The books on leadership do represent a clamoring quagmire for attention, where finding that one diamond to help your particular situation is going to be difficult, if not impossible.wild pigs in pen - YouTube

What is a Leader to do?

I am a practical-minded person.  Give me information, and let me chew on that information until solutions can begin to appear.  As a leader, I have found some basic principles helpful in producing an atmosphere and culture worthy of passing along.  Use; do not use, doesn’t matter to me.  I offer some suggestions and leave the rest to you.

    1. Create a learning culture. I do not care how many degrees plaster your wall; I do not care how high your GPA is or was in academia.  If you are not a committed lifelong learner, you will not retain the data you learned and treat yourself or others properly.  Read a book!  Investigate topics of interest to you!  Read out loud to children!  Reading has a power over the mind that no other force can match.  Pick up a book!
    2. Never forget, “a leader is a teacher, and a teacher is a leader.” If you are not teaching, you are not leading!  Yes, it truly is that simple to identify a leader from a manager.  Teaching comes in many forms; use them all.  As you get to know your people, you will discover the need to use different teaching styles; don’t be scared not to know something, suggest learning it together.
    3. Delegate, delegate, delegate, and then wash, rinse, and repeat. A leader will not keep everything on their plate.  Recognize the talents around you, take those talents and grow more, using the first two principles and the power of delegation.  The best leader I ever knew never seemed busy.  He delegated as much as possible and spent his days going around to those he delegated to for updates.
    4. Know the value of emotions and use them sparingly! A military commander I served with understood this principle well.  When he got upset, change happened.  But he did not get upset often and was very selective when he showed any emotion, except humor.  When this commander showed he was upset, people respected his emotional displays and worked twice as hard to right the wrong.
    5. Humor! Know some jokes, use them often!  I was working in a call center, the VP of customer relations saw I was logging off for a break; he comes hurrying over to me, acting all important and officious; he says, “Do you know what I just heard?”  “Not a clue.”  “Elvis, he was singing a melody of songs to fried peanut butter and banana sandwiches.”  Not a good joke, but I remember it.  Knowledge of humor and application of that knowledge is preeminent to leadership.

Why the discussion on leadership?

Andragogy - The PuzzleLet’s face the 800# gorilla in the room; America, and the world, are in desperate need of leaders.  We have too many managers and people who claim to desire leadership but want nothing more than a manager.  We have people all around us who have become content with management and cannot tell you the difference between a manager and a leader; worse, these same people will try and claim leaders are born, not made.  Plus, a thousand and one other excuses, diatribes, vent spleens, egoistic manifestations, and straight lies.  Worse, politics gets involved, from the government to business; the politics of wagging tongues reminds me of geese in a pen.  Hissing, biting, honking, making tons of noise, and not making a lick of sense.  Chickens cackling in a yard is almost musical compared to geese in a pen, and I think the chickens might be smarter, even without brains, than geese!

One of those authors who write about leadership but could not lead a platoon of sailors into a bar after a long deployment was recently quoted as having said something others claim is essential to leadership.  Leaders need to embrace the C’s of leadership.  The C’s of leadership include:

    • Calm. Employees and customers look to Leaders to project a sense of calm through an uncertain situation.
        • This is a true statement, but if the employees have been appropriately trained, uncertain situations are diminished proportionally to quality, value-added training as part of being lifelong learners.
    • Confidence. Being calm, but not still-water calm. Employees and customers rely on the confidence a Leader brings.
        • Calmness is a projection of inner thoughts onto situational awareness.
        • Confidence is the sum of training, plus experience and the desire to excel — all of which the leader does not control and can only influence. Thus, we have a confusion of terms and ideas that do damage when confused.
    • Communication. Relentlessly communicate and communicate more clearly. This is to avoid rumors developing the muddy waters.
        • Muddy waters will always exist; people gossip like mad. But leadership communication can only go so far when people choose to ignore communication.  Hence, again, we confuse roles and responsibilities being passed off as a leadership principle.
        • Communication is a two-directional street and requires both parties to be listeners and speakers in their due order.
    • Collaboration. Call on the resources and capabilities of ALL your team and bring them together. Have a role for everyone in which they can contribute.
        • NO! Contribution is nothing without training, training requires delegation, and delegation is only useful if you include a return and report requirement.  Collaboration has a role, but not in leadership as described.
    • Community. All of us live in communities.  It’s important we set an example, and model behaviors that are supportive.
        • Would someone please tell me how modeling behaviors is part of living in communities?
        • Modeling behaviors is essential in the leadership toolbox, and I would never implicate otherwise. However, the community is left with a choice to exemplify the modeled behaviors or not.  Worse, those outside the company cannot be controlled except through persuasion, long-suffering, gentleness, meekness, and love unfeigned — all tools a leader needs to be promoting in followers.
    • Compassion and empathy, during and post a crisis are critical in leadership.
        • Every time you see the word empathy, remember it is an emotional road to ruin. Worse, add sympathy to the mix, and the speed to ruin increases dangerously.
        • Compassion is not empathy; compassion is not sympathy; it is simply recognizing pain in another person and rendering support without participating in that emotional crisis.

FAIR AND BIASED: STAY OUT OF THE HOG PEN!Thus, we have the pig slop and the diamond hunt.  Unless an author provides principles, many leadership books, guides, and articles are just noise, pig slop, where the person desiring to improve individual leadership skills is hunting for diamonds. At the same time, fighting through a gaggle of geese that are hissing, honking, and clamoring for attention.

How does a person avoid the diamond hunt in pig slop?

Gaggle of geeseThe following is not an all-inclusive list.  However, it is the beginning of a list of tools helpful to leaders in all situations:

    1. Start being a leader by being a good follower. Even if being a good follower requires you to be the loyal opposition.  “Yes,” people are managers looking for a leader to pin their star to and never understand the power of being the loyal opposition.  I have never met a leader who was not first a good follower, even if they had to be the loyal opposition.
    2. Not just books on leadership, as this is only going on a diamond hunt in pig slop.  Read books on every topic you can think of, for when you read; you discover principles for future application.  I found how to understand complex theories in biology and how to use these complex organizational systems in how the human body interacts with its disparate parts and systems.
    3. Never stop learning! Going hand-in-hand with reading, never stop learning is a principle and motto for life.  If you need or want information, go to a subject matter expert and beg lessons.  I had a boss who did not know the industry, did not know the company and had no clue how to build the team.  He was hired for a specific set of skills and discovered his collateral duties one assignment at a time.  He went around to every long-term employee and asked them to teach him their jobs.  Six months into his tenure as leader, he was the best leader many had ever experienced.  Never stopping learning means being willing to learn from anyone.
    4. Leaders are trained, not born. Leaders do not magically appear.  Leaders are carefully taught, built, and never stop!  Are you carefully building yourself mentally and physically?  In the US Army, I was taught physical fitness, and with the number of mistakes I was constantly making, I learned a lot about physical fitness.  But, until I was injured, I had not taught my brain to meet my body’s strength and made more mistakes because the strength of my body excelled the strength of my mind.  In carefully building your leadership skills, abilities, and talents, do not forget to keep the body and mind equal in strength.

Andragogy - LEARNNo single person has all the answers on how to be a good leader.  I know I am still learning, and the more I learn, the less I know, and I have been studying leadership, becoming a leader, and working as a leader for the majority of my adult life.  I have led teams in dangerous work, I have developed people in all sorts of industries, and I still fall back on these time-honored principles because they work.  Thus, I ask you to put down the diamond hunt, get out of the goose pen, and simplify your life so you can learn easier and practice better the principles of delegation, learning, reading, and using humor.

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

NO MORE BS: Wanted A Leader – The Leader’s Job Description

cropped-snow-leopard.jpgThe best job descriptions address the common questions of Who, What, When, Where, and How.  The common question ‘Why’ is excluded because it remains self-evident, there is a “something” desired from the job, or the job would not be considered worthwhile.  Since value and rewards are the beholder’s sole facets, ‘Why’ has been excluded as superfluous.  The sum of these points and positions is derived, deduced, and selected from the following resources, and this list is not all-inclusive, Avolio (2008), Boylan (2005), Brady (2005), Carpenter (1868), Chaleff (2003), Lundin (2000), Costa (2008), Hamlin (2008), Hinckley (2000), Oyinlade (2006), Morrow (1935), Sandburg (1926), Wren (1995), and Yukl (2006).

Wanted: a Leader

Literary FiendThe successful leader is morally obligated to embrace loyal opposition.  Loyal opposition is found in those following, taking and giving counsel and guidance to improve plans, implement ideas, and garner the individual buy-in from free agents.  Loyal opposition ensures that integrity, responsibility, and accountability are not lost or forgotten.  The leader is a teacher, and a teacher is a leader.  The cycle for learning and teaching does not become lost or less significant as rank is increased.  The inverse occurs. The greater the position, the higher the responsibility to remain engaged in the learning/teaching cycle.  All Applicants must have the following characteristics:

      • Drive and Determination – This is required as the task is difficult, the work often arduous, and the pay is never sufficient.
      • Education and Experience – Knowledge is good, but a continued thirst for learning must supersede past educational experiences. Experience in applying education is critical.  Without experience in application, academic success is not enough to obtain this position.
      • Willingness to sacrifice – As a leader, the followers need to be trained and supported; this requires a considerable measure of sacrifice in time, resource allocation and demands innovation in thinking and flexibility in approach.
      • The power to delegate – A leader does not have enough time to meet all their responsibilities; if a leader cannot delegate, oversee, and inspire others to action, that leader cannot achieve success and is not a leader but a manager.
      • Willing to follow without sacrificing the need to lead – Leaders can never sever the ties to being a follower, but the leader must act to lead. Above all else, leadership requires balancing between being a follower and leading well.
      • The ability to exude a ‘Quiet Confidence’ – Knowing you know what to do, have the ability to find the answers, and still meet achievement goals is required to inspire confidence and determination in others.

Charismatic people need not apply.  Those possessing ‘Chutzpah’ are always welcome.  Charisma is a potent drug and, when combined with the power of leadership, tends to lend itself to abusing followers.  People possessing ‘Chutzpah,’ e.g., having the backbone to make a stand and remaining standing long after others consider quitting, are always in demand.  Determined ‘Chutzpah’ will be the order of the day to make a change, lead in flux, and drive the change in others while putting followers at ease, delivering praise, and inspiring others to achieve.

quote-mans-inhumanityThe ideal candidate possesses a working and living knowledge of history, politics, sales, marketing, customer service, and a devotion to seeing others succeed.  The ideal candidate must be willing to be an example and remain engaged mentally to the tasks of leadership.  Other qualities an ideal candidate would possess include:

      • Appetite
      • Passion
      • Honesty
      • Forthrightness
      • Morals
      • Ethics
      • Motivation
      • Imagination
      • Understanding of the difference between monitoring and overbearing
      • Emotionally stable
      • Enthusiasm for learning and living

To apply, follow current leaders well, be engaged, be positive, and ask questions.  Shortly leadership positions will develop to begin the leadership training process.  Never forget, being a good follower remains key to being a good leader!  While awaiting your opportunity to become a leader, increase your literacy in general, including fiscal literacy.  Be the best follower possible, even if being a good follower requires you to stand apart from your peers.  Be willing to stand for principles, morals, and ethics without budging or giving way in the face of adversity or temptation.

quote-mans-inhumanity-2Learn that a good leader is a teacher, and a good teacher is a leader, even if all they do is follow well.  Delegation requires teaching; teaching requires knowing and using knowledge to gain experience; hence, volunteer, ask for additional jobs, take on assignments, and open your mouth to offer advice and suggestions.  A good follower and the best leaders speak up, speak out, and reflectively listen to gain mutual understanding in all they do.  Never allow peer pressure to silence you!

References

Avolio, B. J., & Yammarino, F. J. (2008). Transformational and charismatic leadership: The road ahead. Vol 2. Bingley, United Kingdom: JAI Press – Emerald Group Publishing Limited.

Boylan, Bob (1995). Get Everyone in Your Boat Rowing in the Same Direction. New York, New York: Barnes & Noble.

Brady, C., & Woodward, O. (2005). Launching a leadership revolution: Mastering the five levels of influence. New York, NY: Business Plus – Hachette Book Group.

Carpenter, F. B. (1868). The inner life of abraham lincoln: Six months at the white house. New York, NY: Hurd and Houghton.

Chaleff, I. (2003). Leader follower dynamics. Innovative leader, 12(8), Retrieved from http://www.winstonbrill.com/bril001/html/article_index/articles/551-600/article582_body.html

Costa, A. L., & Kallick, B. (2008). Learning and leading with habits of mind: 16 essential characteristics for success. Alexandria, VA: Association for Supervision and Curriculum Development. Retrieved from http://www.ascd.org/publications/books/108008/chapters/describing-the-habits-of-mind.aspx

Hamlin, R. G., & Sawyer, J. (2007). Developing effective leadership behaviors: The value of evidence-based management. Business Leadership Review, IV(IV), 1-16. Retrieved from www.mbaworld.com/blr-archive/scholarly/5/index.pdf

Hinckley, G. B. (2000). Standing for something: 10 neglected virtues that will heal our hearts and homes. New York, NY: Three Rivers Press.

Lundin, S. C., H. Paul, and J. Christensen. Fish!, a remarkable way to boost morale and improve results. Hyperion Books, 2000. Print.

Morrow, H. (1935). Great captain: The lincoln trilogy. New York, NY: William Morrow and Company.

Oyinlade, A. (2006). A method of assessing leadership effectiveness: Introducing the essential behavioral leadership qualities approach. Performance Improvement Quarterly, 19(1), 25.

Sandburg, C. (1926). Abraham lincoln: The prairie years. New York, NY: Blue Ribbon Books.

Wren, J. T. (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press.

Yukl, G. (2006). Leadership in Organizations. 6th Edition. Upper Saddle River, NJ: Pearson Prentice Hall.

© Copyright 2021 – M. Dave Salisbury
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