Consider that leaders must be both ‘effective’ and ‘faithful.’ High achievement with distinction is crucial as is being faithful to our core values, to our commitment to the growth of people, to our guiding principles even in the face of great difficulty – perhaps, especially in the face of great difficulty. What should a leader be faithful to, not matter what?
Consider that leaders need to identify, nurture and develop the next two generations of leaders [this is broader and deeper than succession planning].
Consider that effective and faithful leaders encourage contrary thinking – an important nutrient for growth and vitality.
Consider that what we ‘can do’ is a direct consequence of what we ‘can be.’ Who we are determines what we choose to enact; the consequences of what we enact reinforce and affirm who we are. Alignment nurtures ‘harmony’ and non-alignment nurtures ‘dissonance.’ Conflict is a signal of health and/or of dis-ease; the challenge is to discern which is being lived out when conflict occurs.
Consider that leaders owe the led a certain maturity; this maturity is expressed in:
* a sense of positive self-worth – ‘you and I are inherently valuable’
* a sense of belonging – ‘you are welcomed here’
* a sense of response-ability – ‘no matter what occurs we each are response-able’
* a sense of accountability – ‘no matter what occurs we each are accountable’
* a sense of equality – ‘each of us is a living paradox’
Questions for all to consider: What is it, without which this institution would not be what it is? If we did not exist, as an organization, would we invent ourselves? What is our purpose. . .why do we exist?
Searcher-Seeker 