EDITOR’S CORNER Leading and Following Jean M. Patota, CPG-11438
Leadership is a common topic and certainly is important for success in business and professional life as well as in our personal lives. Leadership has been dened in many ways, but we all can think of at least one individual who we admire for their passion and their ability to motivate others and get the ob done. I’ve heard people referred to as a good leader after concluding a success- ful proect or event but real leadership is not demonstrated occasionally during a narrow timeframe. Most of us would agree that truly effective leadership is demonstrated over a protracted period and those are the leaders who help navi- gate us through “good times and bad.” I’m writing about leading (and fol- lowing) because of some odd remarks overheard during recent conversations. I was told that the secret of a successful leader was to delegate – specically, to simply enlist others by assigning a task or telling people what they should do. While strategically delegating to oth- ers is important and is not a leadership crime per se, it was further explained by the notion that is unnecessary for a leader to understand the task or to ever have performed the task, but only to assign the work. Maybe that theory can work sometimes by those willing to cooperate out of loyalty to the organiza- tion, but my experience is that talented people don’t blindly dive into a challenge unless they trust (or have a little faith) that their leader understands what they are asking or has experienced the same themselves. It’s also critical that the leader or group has committed the re- sources necessary for success. The best leaders (who I’ve seen others follow con- sistently without hesitating) share vari- ous traits - they set the example by their own actions, communicate a thoughtful plan and vision, provide on-going sup- port, empower others, share the credit for success (and assume the blame for otherwise), and have earned respect by
literally picking up a shovel alongside everyone else when needed to accom- plish the group’s obectives.
During another conversation it be- came evident that a leader inferred the credit for a maor accomplishment by other members. The leader displayed a habit of asking others how to accom- plish routine administrative tasks and requesting to be provided with basic organizational information (but not where to nd it). This self-styled “lead- er” lacked the experience, understand- ing, and historical context to effectively guide their organization and made no apologies - when questioned about spe- cic obectives the leader’s response was essentially that “you’re supposed to know that…” or “it would be easier if you would ust do it.” Well, of course it would be easy if someone else did your work and gave you the answers! Just tell me where to sign up for that kind of unearned loyalty.
It is not required nor is it possible for a leader to imagine every new idea or potential strategy. Those who are successful surround themselves with knowledgeable people, listen and en- gage in discussion, continue to re-assess and modify plans when prudent, and thoughtfully consider the benets and risks to help arrive at workable solu- tions before leading the way. Leading requires passion, energy, and is hard work. Natural leaders are relatively few or we would recognize a lot more names. Most of us then, are followers including me. There’s noth- ing inferior about following. It’s savvy to recognize a good leader and become a valuable contributor or supporter. Many of us are better at devising fo- cused strategies or performing tasks than leading. We may be more condent in our own wheelhouse than manag- ing the big picture which can be over- whelming (for us nerds, think Mr. Spock vs. Captain Kirk). But all leaders need
good supporters and sincerely appreci- ate the diverse and talented people they can rely on for thoughtful advice or the skills to get the work done. Sometimes we should trust what others see in us and accept an assignment and other times it makes sense for us to identify the “highest use” of our abilities in the scheme of a specic proect or goal. There’s an art to being a good fol- lower. It’s not mindlessly accepting di- rection with blinders on. It’s important to consider the organization’s “back.” Apologies for another TV reference, but the character of Radar O’Reilly in M*A*S*H is a perfect example. You don’t have to lead to be the MVP. Partic- ipation at any and all levels is welcome. You certainly have skills, knowledge, or maybe at least passion to share or ap- ply – add a graphic to a newsletter, con- tribute a fundraising idea, recommend a local resource, contribute a photo, or sit the registration table. Accept a task you might enoy and your contribution will be appreciated.
I’ve attended virtual meetings during which participants do not utter a single word or offer any comment over multi- ple meetings. (It might be one’s nature to shun the limelight but I wonder how an organization’s position of authority is represented on some peoples’ resumes.) For whatever reasons, if you cannot lead you certainly can follow. Help pro- mote your organization, ask a question, or voice an opinion (!). Simply “show up” mentally and/or literally.
Please consider how you show up at home, work, and in your organization – start following by reading your leader’s messages, responding in a timely man- ner when needed, paying your dues before the third reminder, and volun- teering (even once). Leaders depend on followers. Successful leaders need us to follow in whatever ways we can contrib- ute.
www.aipg.org
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56