How will I know?

Leading is about change. Most systems are highly stable (even in their chaotic state) and are notoriously resistant to change. Efforts to change a system is likely to cause reactivity in the system. Leaders experience that reactivity mainly as sabbotage.

How do I know when I am truly leading?

The short answer: "When I can feel the bullets in the middle of my back."

When we are getting sabbotaged as a direct result of our presence, perspectives, postures and practices. THAT'S when I know I am truly leading.

Who is at the door?

The sports health facility where my son and I worked out is part of a larger medical health care complex. Usually, the front door was staffed by one of two retirement-aged men. Each had an obviously different view of his job. We knew this through our regular experiences in interacting with one or the other most mornings. One man rarely looked at us and generally wouldn’t leave his post, a small stand with a stool located near the door, when we approach the entrance. But, we often saw him move toward the doors and open them for medical patients, not health care nuts, who approached to enter or leave. He was never seen to greet anyone personally. The other man was always on his feet, standing near the door, opening it for and greeting everyone who came through. Even us. I’m not a great fan of the “have a nice day” salutation but we heard this from our friend regularly when leaving. These behaviors told us that each man had a markedly different understanding of his job. One man, the first, saw his role as assisting clients through the doors of the facility. This is a noble service as far as it goes. But, the other man believed his mission was to leave all clients with a positive impression of the facility they were entering or leaving. Two men, same “job descriptions”, but remarkably different roles. Trained differently? Probably not. Deeper personal understanding of how to make work satisfying? Clearly so. The organization had some power in effecting these two members saw their jobs. But greater power lay in finding and hiring people who create personal reward behaviors out of any post to which they’re assigned.

The Music is in Me

With todays' focus on data and techniques regarding leadership, I think it is easy to forget the most powerful component of leadership possible - the person of the leader him/herself.

I have a favorite story that is true originating during the Great Depression here in the US. Times were tough and people made money any way they could. There was a gentleman who played the violin beautifully, but no one would pay money to come and see him. In addition to his name he decided to add to his billing, “playing his Stradivarius.” People flocked into the concert hall just to hear his famous violin.

He would begin each concert the same way. He would play a beautiful piece. The crowd was spellbound and in awe at the sound of such a beautiful instrument. Then at the height of their rapture, he would stop playing and smash the violin on the floor. The crowd would gasp in horror at the shocking scene taking place before their eyes.

Then the gentleman would reach into a case and pull out the REAL Stradivarius. In the midst of the great hush that would come over the crowd, he would whisper to the audience.

“Never forget; the music is in me!”