Leadership resides at the core of our failure or our success. If incompetent, it ruins us. If ineffective, it holds us back. If satisfactory, it moves us forward. If exemplary, it takes us beyond our imagination.
We need satisfactory leadership.
One of my college professors offered our computer science class some excellent counsel when he said, “To succeed you don’t need to over-achieve at your job – just do it right.” We need leaders who just do it right.
Lou Salza, Headmaster of Cleveland’s Lawrence School, defines leaders as
…people with a professional, personal, and passionate commitment to solving a problem about which they possess a commanding and deep understanding. “Professional” means they have studied the problem and have a sense of what works and doesn’t. “Personal” means that they are all in—and willing to burn out to succeed. “Passionate” means that it is not about them as people. It is about the mission—solving the problem.
Satisfactory leaders embrace the first two of Lou’s three qualifications. They know their stuff, and they know how to deliver in a professional way. Further, they pour their lives into it – what Jim Collins describes as fanatic ambition for the cause.
Leaders who take their fanatic ambition beyond themselves, their careers and even their organizations, and focus on the organization’s mission, become exemplary leaders. These rare individuals embody the paradox of Collins’ Level Five Leadership – fanatic professional ambition and extreme personal humility. They connect with others who share their vision, and, together, they deliver transformative community impact. They also care deeply for their people – staff, board, volunteers & supporters – knowing that “organizations” don’t succeed, people do.
We value and are grateful for the leaders we have in our community, but our shared dilemma – here and throughout the country – is the need for more satisfactory leaders. While much time and money is spent on leadership development, we still find ourselves lacking.
In her book, The End of Leadership, Harvard professor Barbara Kellerman offers her critique of the leadership industry and suggests that we need to recognize that leadership development is a long-term proposition (not the result of a brief series of workshops designed in a one-size-fits-all fashion), and, more pointedly, we need to stop ignoring and start addressing leadership that is ineffective or incompetent.
As we look ahead, ONEplace commits to a three-year plan of establishing long-term leadership development beginning with a balance of workshops and various small group intensives. Further, we’re expanding our board of director services to help boards better develop themselves as well as their organizations.
Leadership is our core issue. Let’s stay connected to build strong leadership over the years to come.