Category Archives: Leadership and vision
- Take courage in your pursuit of spiritual leadership.
I want to encourage the fainthearted in their pursuit of spiritual leadership. I am convinced that the road to leadership greatness passes through spiritual renewal. I urge each of you readers to become the leader you are called to be. Only a small percentage will be interested because of the addictions to power, status, and money that attract and hinder so many in their pursuit of leadership greatness. But there are others, and I would like to tap the potential of these leaders to be great. What we need to acknowledge from the outset is great leaders always pass through the challenging experience of conversion. My hope is to help you develop a process that leads to personal transformation and thus enables you to become a great leader. Great leaders are not born, they gradually grow and mature into who they are capable of being for the benefit of others. Ordinary people can become great leaders; we must let the best rise to the top of leadership.
Leadership is a work of the heart, a courageous heart. In this book’s approach, a leader is motivated by a vision of hope. Since leadership is a vocation, the leader is not struggling to move forward, but he or she is being drawn forward by something or someone greater than himself of herself. So, even the fainthearted can take courage and move with confidence, for leadership is not what you do but what God is doing in and through you. The best leaders are not always the most knowledgeable or talented, but those who are open-hearted, open-minded, and receptive to the call and challenge of God; those who let themselves be guided and directed for the good of others. These leaders can influence others as far as is needed, can motivate others to leadership, are happy to disappear from the scene and give credit to others, and can then reappear in a new venture to lead in a new way.
So often today, leaders are unknown and unsung heroes, simple people with big hearts. They begin their work locally and gradually have an impact on large sections of society. Many are fainthearted and prefer the hidden life. Sometimes they stay there and effect local change, sometimes they are recognized and brought into public view and appreciation. Even television channels celebrate these gifts to community service. So to each of you, reading this book, even if at times you feel lost, I say you can become a better leader, you can become the leader you long to be. May this book challenge you to evaluate all aspects of your leadership and courageously move in the direction of growth and maturity.
REDISCOVER GREAT LEADERSHIP: Reflection 7–Let your leadership give the world something to think about
I offer an approach to leadership that will give the world something to think about. I just cannot take failed leadership anymore! I am fed up and disgusted with our “leaders” in all walks of life; angry at the disastrous situations in politics, at the disgusting aspects of business greed, at the pathetic loss of direction from religion. I know leadership development is always within constraints, but we have to stop this roller coaster, initiate a shake-up of leadership that for too long has been immersed in incompetence, corruption, and secrecy, and has done so much harm to all organizations including religion. We must insist that people in charge be leaders; but this might be too much to expect given the culture of arrogance, corruption, greed, and selfishness that we see all around us and the desperate need of pseudo leaders to preserve the status quo. The steady and relentless erosion of values, of service to the common good, of generous dedication, of a vocational response to God’s call, must be replaced by a renewed dedication to spiritual leadership and to these values. This will happen slowly at first, one step and one leader at a time, but it will be contagious, and eventually will reach a critical mass, and then lots of people will think of leadership in a different way.
Our contemporary world evidences both the “kingdom of darkness” and the “kingdom of light,” but the former seems much more powerful than the latter. Good leadership is rare. Current forms of leadership are not working; even small problems become intractable, and we lack people who can break through the barriers that prevent resolution of important issues in politics, social life, and religion. Key people in the world need to think about new visions, priorities, relationships, goals, means, and strategies. We must find leaders who can create interruptions in the way we have been thinking, force us to stop and reflect, and open us to something different. We need leaders who will not prolong the best of the present, but lead us to the future from a vision of hope. We need leaders who will not embody the worst of humanity, but lead with an awareness that there exist two horizons to life—this one and the one beyond. We need leaders who will not pursue their own selfish goals, but lead from love, justice, and mutual appreciation. We need leaders who will not be fixated with getting to the top, but lead through an extensive commitment to service of others.
There is always tension in leadership between the here and now and the there and then, between the already and the not yet. We need leaders with a new understanding of commitment, who work out of simplicity, who seek direction in contemplation, and who can unlock the potentials of the heart; leaders who act deliberately, always making decisions in light of what is the most loving thing to do. Their action is enlightened, they humbly revise all they do, and they are always involved in ongoing self-formation. The “kingdom of darkness” will not like this approach, but it is needed, and it is the focus of this book. Leaders today need always to review what constitutes good leadership and bad leadership.
I propose there are no great leaders without a commitment to spirituality. If size, balance sheets, status, personnel numbers, salary, profits, power, and so on, determined great leaders then some Wall Street executives, healthcare industry CEOs, politicians, even religious administrators would be great leaders, and obviously many are not. The problem with many of these people is that they make enormous sacrifices of their integrity to remain in power. Rather, inner values, convictions, spirit, and openness to transcendence are the qualities that determine great leadership. We must give serious consideration to the intangibles of spiritual leadership, if we are going to change the kind of approach to leadership from what we see now to what we must attain.
Spirituality refers to a person’s efforts to become the best he or she is capable of being, to become his or her authentic self. Spirituality is the ordering of our lives so that everything we do reflects the values we hold deep within our hearts—honesty, justice, integrity, service, community, hope, and love. In some ways, spirituality is all about relationships; our relationship with ourselves—always striving to be the best we can be; our relationships with others—treating them with respect, seeking what is good for them, serving them, pursuing the common good; relationships with community organizations and structures—utilizing them for the betterment of people and not as ends in themselves; and relationships with God before whom we must judge ourselves and the kind of leadership we espouse.
So, I seek the integration of human knowledge and leadership development with an integral spiritual calling, for spirituality is part of who we are, and we can never be our true selves without it. Leadership without spirituality would be a body without soul. Spirituality gives life to our leadership. A great leader must point to values beyond this world and work within the framework of leadership in light of convictions regarding values beyond the immediate horizon of life. Thus, spiritual leaders climb the heights of leadership by living and sharing values of the Spirit, by leading with spiritual conviction, by being constantly motivated by the vision of the future in hope. I say all this because I believe in a vision of life within the plan of God. All this contrasts with the betrayal of values we have witnessed in so many failed leaders of recent decades.
Leaders should appreciate the challenge to greatness.
I want to propose to all who serve in leadership that they discover a renewed appreciation for the personal challenge to greatness. The last couple of decades have given us a lot of insights into leadership: knowledge, skills, and attitudes. However, much of this has clouded the reality that leadership is a vocation. You can have all the skills in the world, but they will not make you into a great leader if you lack the inner spiritual transformation that produces a vision of hope within the plan of God. Moreover, the conviction that everyone is called to participate in leadership has been a great motivator within organizations. However, while everyone is called to participate in leadership not everyone is called to be a great leader. If everyone is a leader, then of course, no one is, and the call to great leadership loses its attraction and fades away. The notion of distributed leadership has blocked the appreciation of the need of exceptional, great leaders. I appreciate that most change percolates up from the grassroots and does not filter down from high up in a structure. Nevertheless, only a great leader perceives this, acts upon it, and guides the process.
We cannot get out of the mess we are in without leaders who appreciate their call to greatness. Like prophets of old, they will be criticized, lonely in their vocation, viewed as outsiders, and rejected for being different. However, all forms of social institutions today are in crisis. No one looks to the majority of today’s “leaders” with hope, since the “leadership” of most of these people depresses us. Even organizations that claim to know about the future hopes of humankind are more frequently attached to the past and need to be dragged screaming into change that can lead society to renewal.
I hope some readers of this blog will be willing to prepare themselves to be leaders. Call is something we cannot control, but those willing can prepare themselves so that when call comes they will be ready. Of course, no one prepares himself or herself to be great, but rather to respond to the need to serve others. Greatness is never pursued for itself; it is always a byproduct of service. There is something noble and satisfying about giving oneself to the betterment of others, to the pursuit of goals that enrich humankind. This is a calling that leads to greatness; leadership is the medium through which one expresses one’s deepest values.
When we look at the responses of people throughout the world to their current leaders, and when we see just how much people are longing for men and women who will lead them out of the mess we are in, then we see that there is a deep yearning for new leaders who will give themselves to public service. We need leaders who will focus on others and not on themselves, on selfless service and not on accumulation of power or wealth, on what is best for each one and not on promoting the latest trivia of their agendas. We must find a way forward for those willing to take it and daily work on how one can nurture the call to leadership.
I want to help those of good will who want to become great leaders. We seem at times to be in an irreversible stall when it comes to leadership development. Many people are given authority and power way beyond their competence, and followers must often protect themselves from the irredeemable incompetence of their bosses. We have to acknowledge, with great sadness, that we are surrounded with failures in leadership. However, there are many men and women of good will who could become great leaders to the benefit of society, but at times they just do not make it. Sometimes they cannot bring themselves to make the first demanding steps that could lead to quality leadership, possibly they feel unworthy, or sometimes they have initial fear of the demands that lie ahead. Although endowed with lots of good will, some have been misguided, trained with wrong priorities, led to believe they do not have what it takes to become a great leader, or have been encouraged to model themselves on other leaders who lack the genuine focus of authentic leadership. Clearly, we do not want more of what we have had to tolerate. Some programs and courses on leadership are a hindrance to the kind of leadership that is needed today; thus, some become very competent in skills that harm rather than help organizations and their members. It is sad to see many continue in their immature approaches to leadership because they do not know how to break away from the inappropriate methods and training that have been suggested in the past, or because they lack the guidance they need, or because they lack the strength of will to accept the sacrifices that contemporary leadership implies. Some even resist the call they hear in the depths of their hearts to serve others in a transformed leadership.
I am not undertaking this particular project because I think I see things no one else does. We have benefitted so much from the insights on leadership presented by many scholars and practitioners. I have detailed references to the great contemporary experts in leadership in my previous two books on leadership. However, I have worked all over the world with wonderful people, many great leaders from all walks of life, and have learned so much from them, both in appreciating what led to their successes and in identifying the unfulfilled yearnings of others. At the same time I have seen so many men and women who long to give themselves to the service of others, but just cannot get things moving. They work tirelessly, read and study all the latest insights into leadership development, and attend conferences and workshops that they believe will help. There comes a moment when one needs to pause and ask “Is what I am doing helping me become a great leader?” Often the answer is no; neither the system, nor the leadership model, nor the means suggested are working. Then it is time to stop and acknowledge that we must move in a different direction if we want to foster great leadership, and I offer the reflections in this book to challenge you to do that. If you are a person of good will and long to serve others by your leadership, there is every chance you can become a great leader, provided you focus on the appropriate preparation and consciously participate in the stages of growth indicated in the chapters ahead. This is a menu of floating ideas that can enrich your commitment.
When we look at so-called leaders around the world and in our local experience, there seem to be so many mediocre ones and only a few that seem positively exceptional. So many now have a reduced ideal of what it means to be called to serve the community in leadership positions. So, I would like to use the next several blog posts to share with readers the challenge and the hope that we can rediscover what great leadership can be. In the first of these posts I wish to ask you to think about leaders and leadership in a new way.
1. Think about leaders and leadership in a new way.
I would like to urge you to think about leadership and leaders in a new way and especially about the need for integration between leadership and spirituality. Nowadays, I have less interest in what leadership is and does and more interest in who has the potential to be a great leader and how he or she can attain it. Thus, I want to leave aside the discipline of leadership and focus on the inner transformed life that helps one become a great leader. I find that nowadays, we use the word “leadership” too loosely. We use it for many business people who are the antithesis of leadership, who have no desire to lead people anywhere, and in fact prey on others rather than guide them. We use it for many religious administrators who have contributed next to nothing to the spiritual development and renewal of their people. We use it for many healthcare executives, pledged to heal, who withhold their money from those most in need of healing. Titles such as executives, CEOs, presidents, bishops, generals, commanders, trustees, senators, all seem to suggest leadership, but recent history and experience confirm that there is no such automatic connection. Many are good people but others are not prepared to be leaders in today’s complicated world.
I want to share with you the importance of authentic spirituality for leaders. We all know what leaders need to do, the skills and behaviors they need, and their ongoing refocusing as a result of experiences. From my many contacts with people struggling to be good leaders, I am convinced that who the leader is and the life direction he or she chooses are determinative of success more than anything else. Response to destiny is critical for quality leaders. That is why for the next few blog posts I will focus on the person of the leader and the steps he or she must take in order to facilitate the transformation necessary to be a contemporary spiritual and effective leader. My hope is that readers will participate in this process of transformation. However, the first step is to think about leaders and leadership in a new way.
Leadership is given to people of integrity by their followers who can just as easily withdraw it. Some pseudo-leaders can try to achieve credibility by simply acting the part. Followers soon notice this. In fact, when a leader gives merely lip service to something, he or she gets lip service back from followers. Quality leadership is exercised within a trusting environment. Trust is the emotional glue that binds followers and leaders together. When a trusting environment exists followers confidently rely on the authenticity of their leaders. However, a trusting environment also becomes the foundation for mutual respect, confident risk taking, partnership, and collaboration. In a trusting environment both leaders and followers know that each respects the competence of the other, grants them freedom to act and even to make mistakes, indentifies the blind spots throughout the organization, and will always highlight the positive wherever it is to be found. Failed organizations that lack trust still exist all over the world, riddled with control, rigidity, guilt, fear, intimidation, political infighting, suppression of dissent, and so on. These organizations are spiritually impoverished. Creating an environment of trust means eliminating fear of others’ failures or competence, being able to live with ambiguity, always being ready to show flexibility, and appreciating the individuality of each one in the pursuit of a common goal. Creating a trusting environment requires a new set of virtues from leader and follower alike, as they will need to establish clear and practical institutional goals to maintain this working environment in which alone integrity can flourish.
When a leader witnesses to a firm sense of inner and outer reality, opens up all lines of communication, and integrates all into the pursuit of the organization’s goals, he or she binds the organization closer together. Followers recognize the leader’s integrity and feel more intimately part of the organization, are increasingly proud of their organization, and manifest a greater sense of ownership of the organization and its shared vision.
How to Become a Great Spiritual Leader: Ten Steps and a Hundred Suggestions
This is a book for daily reflection. It has a single focus—how to become a great spiritual leader. It is a book on the spirituality of a leader’s personal life. It presumes that leadership is a vocation, and that it results from an inner transformation. The book proposes ten steps that individuals can take to enable this process of transformation, and a hundred suggestions to make this transformation real and lasting. It is a unique book in the literature on leadership. This book is a challenge to think about leadership in a new way. People who follow these steps will give the world something to think about regarding what leadership ought to be and can be.
1. Rediscover great leadership.
2. Emphasize remote preparation
3. Set a new direction for your leadership
4. Accept your vocation of leadership
5. Implement your call in a vision
6. Live your vision with courage and perseverance
7. Establish supports for your spiritual leadership
8. Evaluate your leadership: an artist’s challenge
9. Work with your followers-disciples.
10. Accept ten personal reflections
This book is the third in a series on leadership. The first, Spiritual Leadership: The Quest for Integrity gave the foundations of leadership today. The second, Courageous Hope: The Call of Leadership, gave the contemporary characteristics and qualities of leadership. This third book focuses on the spirituality of the leader.
Leonard Doohan’s books on leadership have been described as “highly readable,” “profound and caring,” “clear and challenging,” “a profound guidebook for leaders of the future,” “beyond or better beneath many current volumes,” “elegant, powerful, forthright.” Commentators have said “I highly recommend,” “He strengthens our resolve,” “Read every word,” “He restores our hope,” “Learn how to this kind of leader.”
This book is available from amazon.com
I’d like to continue some reflections on this theme of coaching followers, a topic I dealt with before the summer vacations. Coaching followers is an important quality of spiritual leaders. Coaching others requires that leaders be reflective, have political savvy, and maintain spiritual depth. Reflection is needed to receive creativity, political savvy is needed to deal with and direct the resulting changes, and spiritual depth is needed to preserve balance and perspective amidst the change. Coaching others presumes intensity of conviction in the leader who is striving to manage, then empower, and finally liberate the performance of others. Intensity of conviction is very subjective, self-confident, and can be influential, and it must be managed by a genuine respect for others and their views, an attitude of benevolence toward others and their as-yet-unknown responses, and an openness to be changed by others’ input.
Coaching others means helping followers see the excitement that comes with change and crisis and training them to invest in innovative skills that gives the ability to provide alternative solutions that others do not. Coaching others means challenging others to exceed their potential and in doing so exceed one’s own. All this is part of serving others in new circumstances, even relishing change because it gives opportunities to serve perennially in different situations. Approaching change in this way requires humility, passion, boldness, and courage. Coaching for times of change means helping followers retain high levels of self esteem, intensity of conviction, and self-confidence linked to humility. It also insists that simple aspects of life should not be neglected—appearance, verbal skills, body language, patience, politeness and civility.
Managers quickly become obsolete, whereas leaders know their tasks are ongoing. They continue to form, support, and coach the new leaders to whom they delegate responsibility. The goals of leadership outlive the leader in his or her followers. However the leader does not withdraw after delegation but continues to be supportive by fostering personal growth and deeper understanding, offering feedback, and building new skills in followers. Leadership means giving of your best and getting others to give their best too.
Dedicated leaders live in a state of continued dissatisfaction with things as they are and are always striving for something more from themselves and their followers. To be satisfied would mean losing the vision. Thus, leaders continue to model the vision, to proclaim the ideals of the organization by building-up its image, to transmit a shared vision with persuasiveness and inspiration, to demand high expectations of followers, to support followers with high levels of confidence, and to motivate others to the best of which they are capable. A leader helps followers grow in their own leadership style, stressing the ongoing quality of their work, their organizational and societal contributions, and their quality life. A leader will always need to show flexibility, seeking each follower’s way of leading. The only part of vision in which the leader shows no flexibility is the continuing need for commitment to values.
One of the key qualities of spiritual leaders is the ability to coach their followers. Change-leaders encourage their followers to look at things in a different way. This means understanding followers, the way they think, and the way they do things. It implies training them to go away from present views at least long enough to be influenced by something different. But coaching must be done skillfully, and it generally implies giving people important work to do, discretion and autonomy over this work, visibility and recognition for what they do, and the know-how to establish connections with people of power and position. Coaching followers requires strategic skills–modeling a form of leadership based on vision and values, establishing trust among a group of followers, training in team performance, collaborative learning and partnership building. A leader needs to allow followers to improvise and then to learn from their success and failures. There is no risk-taking without error, but no newly created future without risk-taking. Above all, a leader who wishes to coach others to be visionaries must let others have control over their own lives, for it is this sense of freedom that capitalizes on an individual=s energy, creativity, and enthusiasm. When a leader can encourage a sense of risk and improvisation in others and link these approaches to humility, then provided there is a solid foundation of competence and genuine perseverance in dedication to values, a leader can unleash profound power, passion, boldness, and courage in the organization. McLean and Weitzel (Leadership: Magic, Myth, or Method, 186) suggest six steps to unleash leadership potential in oneself or others: 1. Practice influencing others, 2. See similarities between self and others, 3. Recognize and meet others= expectations, 4. Accept and let go of leadership roles, 5. Provide support for each other, 6. Always know your own worth and accept your own stature.