In our teaching, training, and consulting, we often ask people to write or deliver orally a short version of a leadership challenge they are currently facing in their professional, personal, or civic lives. Over the years, we have read and heard literally thousands of such challenges. Most often in the first iteration of the story the author is nowhere to be found. The storyteller implicitly says, "I have no options. If only other people would shape up, I could make progress here."
Asking people to leave behind something they have lived with for years or for generations practically invites them to get rid of you. Sometimes leaders are taken out simply because they do not appreciate the sacrifice they are asking from others. To them, the change does not seem like much of a sacrifice, so they have difficulty imagining that it seems that way to others. Yet the status quo may not look so terrible to those immersed in it, and may look pretty good when compared to a future that is unknown. Exercising leadership involves helping organizations and communities figure out what, and whom, they are willing to let go. Of all the values honored by the community, which of them can be sacrificed in the interest of progress?
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Martha Lagace: Your book with Ronald A. Heifetz describes the personal, often wrenching, challenges of leadership. You mention that the word "lead" has an Indo-European root meaning "to go forth, die." Why aspire to leadership?
Marty Linsky: Good question. In listening to the stories of literally thousands of men and women over the past quarter century of doing this work, we have found that people aspire to exercise leadership because it gives meaning and purpose to their lives. Exercising leadership involves the pursuit of objectives that go beyond an individual's personal aggrandizement or material gain. Leadership cannot be disconnected from purpose. The risks are only worth taking, the dangers are only worth confronting, because there is an objective that you believe in and care deeply enough about to put yourself on the line.
Q: You write about four basic dangers that people can encounter when they take on a new leadership role: marginalization, diversion, attack, and seduction. How do these dangers come into play, and what tools or attitudes can a leader use to overcome these particular dangers?
What we found is that the most consistent reason people trying to exercise leadership get taken out is that they did not see it coming. Systems do not announce that they are out to get you. They seek out your vulnerabilities and come after you in a way that is most likely to succeed.
A: Let me suggest two generic leadership challenges that seem to us to be more applicable in business settings than in the public sector. First, the private sector is characterized by a clear measure of success: the bottom line. People who raise issues that might challenge the bottom line in the short run or represent competing values make themselves very vulnerable to being marginalized, because the most important organizational value is so widely shared.
Secondly, most but by no means all businesses are more or less hierarchical in structure. People who seek to exercise leadership who are not at the top of the pyramid—leadership without authority—put themselves very much at risk, especially in difficult economic times when there is great insecurity and plenty of people willing to replace them and toe the line.
First, people in your own faction are likely to condition their support for you on your willingness to push harder and harder. This is the bind in which labor leaders often find themselves. Rank-and-file union members do not experience the conflicting pressures that the leadership is under. They do not see the legitimacy of other, conflicting interests. And there is always someone else ready to replace the less-than-zealous person out front. People seeking to exercise leadership often respond to these pressures by going further and further out on a limb until they find themselves completely vulnerable to being disregarded because of their unreasonableness. This might be one way of understanding the bind that is trapping Palestinian Authority President Yasser Arafat.
Paradoxically, one of the ways organizations try to ensure that people do not exercise leadership, do not raise difficult and disturbing issues that challenge basic values and beliefs, is by calling them "leaders." The hidden contract is that as long as you make us happy, we'll keep calling you by that name you so aspire to; but if you start upsetting us by asking questions we don't want to address, we won't call you "leader" anymore.
In the spirit of leadership development, we gathered a few quotes about leadership from noteworthy leaders, helping us define what separates good leaders from great ones. Share these leadership quotes with your team members and managers when they need a bit of motivation.
At Qualtrics, we believe that a primary focus of an employee experience program is career and leadership development for employees. Qualtrics does this using our 360-degree feedback software, allowing your team to get fair feedback that will inspire them to even greater progression.
To prevent central line-associated bloodstream infections (CLABSIs), leadership line care rounds (LLCRs) used the engage, educate, execute, and evaluate improvement model to audit compliance, identify barriers and opportunities, empower patients and families, and engage leadership. Findings of excellence and improvement opportunities were communicated to unit staff and managers. LLCRs contributed to compliance with CLABSI prevention interventions.
and a TEDx speechwriter (and booker!). My mission is to help you step into a career you're excited about and aligned with. This may look like coaching you 1:1 or having you in one of my online courses, focused on career pivots, booking and writing TEDx talks, personal branding, podcast launching or creating a side hustle. Before being an entrepreneur, I was an award-winning counterterrorism professional who helped the Pentagon in Washington, DC with preparing civilians to prepare for the frontlines of the war on terror in Afghanistan.
As the 23-year-old Founder and CEO of Rachel Wells Coaching, I am dedicated to unlocking career and leadership potential for Gen Z and millennial professionals. I am a corporate career coach with over 8 years of experience. My clients range from professionals at graduate to senior executive level, in both the public and private sectors. I have coached clients in more than seven countries globally and counting, and I've also directed teams and operations in my previous roles as public sector contract manager, to deliver large-scale national educational, career development, and work-readiness programs across the UK. I am a LinkedIn Top Voice in Career Counseling, and LinkedIn Top Voice in Employee Training, and am a former contributor to the International Business Times. As an engaging motivational speaker, my passion is in delivering motivational talks, leadership and career skills masterclasses, corporate training, and workshops at events and in universities. I currently reside with my family in London, UK.
Participants must successfully complete four components to earn the LINE certificate: nine content modules, two leadership coaching sessions, two elective courses offered through the Glasscock School of Continuing Studies and a practicum project. The LINE content modules address a variety of the latest management, legal, financial, marketing and leadership best practices in the nonprofit sector. Designed for executives, future leaders and career-changers alike, each content module offers an in-depth study of the current landscape of the nonprofit sector within the context of proven organizational best practices. Other relevant topics will be included as deemed necessary by the instructors. be457b7860
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