As a preface to this topic I offer us two quotes attributed to the great Chinese sage, Lao Tzu:
‘To lead people, walk behind them.’ AND: ‘A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.’
What will help a leader live into Lao Tzu’s first statement and experience those led repeating Lao Tzu’s second statement? Gentle Reader, consider the following.
Connect. . . Co-create trusting relationships with those who choose to follow. ‘Leadership’ is a by-product of the relationship between the leader and the led. The leader and the led provide support to one another; they hold one another accountable; they help one another develop their skills, abilities, strengths and talents; they help one another become unconditionally response-able and responsible; they help one another nurture more than deplete their P.I.E.S. [P.I.E.S. = each person’s Physical, Intellectual, Emotional and Spirit(ual) Dimensions]; and, they help one another develop more fully specific capacities [e.g. capacity for reflection, for listening, for inquiry, etc.].
Care. . . The leader and the led demonstrate caring for one another. They offer one another empathy, compassion, forgiveness, healing and reconciliation. They invite and honor one another’s voice. Caring occurs when it has been acknowledged; that is, the one cared for acknowledges that caring has actually occurred. Caring is also reciprocal; that is, each demonstrates caring for the other. People who experience being cared for function at a higher level and with more distinction than those who do not feel cared for. People who experience being cared for are more willing to give their discretionary energy to their work (this is the energy that money cannot ‘buy’).
Commitment. . . Among other things, the leader must be committed to ‘quality,’ ‘high achievement,’ and ‘distinction’ (versus ‘mediocrity’). Many years ago W. Edwards Deming provided us three ingredients that must support and complement one another in order for ‘quality,’ ‘high achievement,’ and ‘distinction’ to be realized. His quality concept was, mostly, a failure in our country. Why? Although the reasons were many there was one that was consistent: organizations refused to embrace Deming’s ‘third C.’ We fell in love with the first two: ‘Customer’ and ‘Counting’ (Statistical Measurement) – although much of our ‘customer care’ was anything but. We ignored, or denied the importance of, his ‘third C’ – ‘Culture.’ Culture Matters…period. Culture (and her younger sisters, ‘Climate’ and ‘Environment’) is the key ingredient; it is more important than Customer or Counting. An organization’s ‘Culture’ powerfully affects its members, their relationships with all of those they serve, and their ‘work.’ Just as powerful, and at times even more powerful, are the many sub-cultures that exist within organizations. These sub-cultures are composed of the different ‘divisions,’ or ‘departments,’ or ‘teams’ or ‘disciplines’ (for example). They are cultures within the Culture. Too often the sub-cultures are in conflict with other sub-cultures or with the Culture itself. These conflicts are frequently rooted in values, needs, wishes, wants, desires, goals, or ‘politics.’
Commitment is also different from ‘Loyalty.’ Historically the led are ‘Loyal’ to the leader and as we well know this can lead to great harm being done. Commitment means that the leader and the led intentionally and purposefully emerge clear agreements that all embrace. Then, because of their commitment and their agreements, they are more willing to hold one another accountable when an agreement is not kept.
Remember, I say to myself, ‘Commitment’ is not a word, it is an act. As the author Arthur Gordon noted: ‘Nothing is easier than saying words. Nothing is harder than living them day after day.’