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LEADERSHIP MEANS SETTING A NEW DIRECTION TO YOUR LIFE

Sooner or later, a man or woman who gives himself or herself to leadership through service sets a new direction for life, one that is different from what we have seen in the failed or inadequate leaders we know. This is a first step in the transformation of leadership and you must want it. To succeed as a leader you need a totally different way of thinking about leadership and about yourself as a leader. You must long to be different. Leadership becomes your way of revealing your own form of exploration.

A great leader is set apart for the service of others. This does not mean that a specific person is any better than others, and one should always avoid unhealthy comparisons. However, if you wish to prepare yourself for leadership, you must long to be different than other people who do not feel this yearning. As a leader in the making you have a vision of yourself in relation to community. This is part of a process of discovering your deepest personal needs, hopes, and dreams. It means moving away from failure and mediocrity, and striving to be the best you can be; a longing emerges to be a different kind of leader than we have so frequently had.

This longing to be different demands focusing on others and not yourself, on others’ achievements and not on your own, on service and not climbing the promotional ladder, on others’ gifts and not your own, on others’ competence and not your authority, on taking care of others and not self-aggrandizement, on seeking the best for others and not what is in it for you. In leadership all this leads to a different set of priorities: not self but others, not power but service, not authority but collaboration, not control but facilitation, not personal vision but shared vision, not telling others but listening to them.

Changing your attitudes and behaviors is a long process, but it begins quietly in your heart, when you feel moved to choose a different direction in your way of leading. This will not just happen by chance but will require self-scrutiny and ongoing discernment. Strangely enough, this process is not one of acquiring new ideas, skills, or practices, but more one of getting to the heart of your leadership. It is more a project of sandblasting rather than adding another coat of paint! peeling away false values and letting the best of oneself shine through. Longing to be different comes to mean longing to be your true self. In the center of each one’s heart there is a zone of natural goodness, and that is where you find the values of authentic leadership. Clearly, you need skills of implementation and management, but leadership is always a matter of heart, spirit, and soul.

A person like you who wants to be a spiritual leader needs to make this longing practical in daily decisions that show how you seek and are determined to be different. If you prepare well, then what is ordinary to some people will never be ordinary to you. The only thing each one can do is live one’s own truth. But this needs lots of careful and deliberate preparation.

 

REDISCOVER GREAT LEADERSHIP: Reflection 6–Integrate leadership and spirituality

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.

REDISCOVER GREAT LEADERSHIP: Reflection 2: Desire to become a great leader.

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.

Leadership, Integrity, and Trust–Building a Trusting Environment

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.

LEADERSHIP AND VOCATIONAL INTEGRITY

I would like to continue some reflections on integrity. It is so much needed today. We need leaders who are willing to become men and women of integrity and show others what good spiritual leadership can be like. So, leaders of integrity are self-directed, pro-active, always accountable, passionately committed to others, they take care of themselves, accept their own gifts, celebrate their own values and priorities, are candid with coworkers, and know what vision drives them.  For such people, leadership is personal development—a journey from acknowledgment of our false selves to the acceptance of our own personal authenticity. It is also the context for individual and organizational development in which the integrity of the latter depends on the integrity of the former.

But, they also internalize social responsibility, and open to genuine dialogue with all around them, aware that their own experiences are always partial and fragmentary.  They accept responsibility, blame no one, and prove every day that their moral centers influence all they do. Personal integrity and social responsibility must also conclude in institutional integrity.  At a time when there are so many critics and pseudo experts, a genuine leader stands up courageously for the institution he or she serves, constantly aware of the purpose of institutions and their normal tendency to self corrupt.  Endowed with courage of conviction, such leaders can move us beyond the comfort that institutions insist on providing, to the alternative ways of living as a community.

Personal, relational, institutional, and vocational integrity reinforce quality of life and lasting leadership.  Leadership lives at the intersection of the authentic and inauthentic, tilting the world toward the authentic.  Leadership is always mindful that, as we call forth authenticity we can never forget that the conflicts and ambiguities of action reside not just in the world but also within ourselves. Leadership is a spiritual journey to the depths of one’s inner convictions, where, alone, one hears a call that no one else hears.  Inner integrity calls leaders to be real, humane, open to the signs of the times, and confident in themselves and their values.  On a more practical level it will require short response time, follow-up to problems, justification for decisions made,  creativity, and willingness to be open to hidden opportunities.

Integrity is not a technique to improve one’s leadership. It is integral to one’s humanity and destiny. Everyone needs integrity, but for leaders it is crucial for the success of their leadership.

 

A NEW BOOK ON SPIRITUAL LEADERSHIP  

Spiritual Leadership Cover

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

Spiritual Leaders Coach Their Followers Carefully 2

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.

 

 

Spiritual Leaders Coach Their Followers Carefully

 

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.

Quality leadership

“Quality leadership lies within the heart, soul, and spirit of a leader, who has journeyed within self and discovered values, motivation, enduring purpose, and destiny.” Spiritual Leadership: The Quest for Integrity.

Some Key Qualities of Spiritual Leadership (Part I)

SPIRITUALITY AND LEADERSHIP

One of the key components of spiritual leadership is dedicated service. The spiritual leader draws on the inner values of his or her life and later makes the choice to serve others by a commitment to leadership. Spiritual leadership begins with an attitude, it is a form of service rather than service being an effective way to lead. It is easier to be a servant and to learn how to lead than it is to lead and then to learn how to serve.

From the very start of leadership one must be ready to live with an honest vulnerability.  The leader recognizes that leadership is a gift and is always aware of his or her own weak and lonely experience of self. He or she knows there is strength in discipline but also in honest vulnerability. Leadership is not a way to power over others but a call to nurture the gifts of others. It means letting go of the desire to be always right, or to always have the answers. Successful leaders who admit their mistakes clearly earn more respect from their followers than do those who unsuccessfully try to hide them.

One quality that followers expect to see in their leaders before all others is inner integrity. Credibility is the foundation for leadership. Followers understand that how a person does something says a lot about his or her values. Leaders must continually ask themselves what grade on trust and credibility other colleagues on an administrative team or followers would give them.

Commitment to example can have a powerfully pervasive influence on an organization, even though it is generally haphazard and unsystematic. Modeling leadership is now viewed as one of the prime responsibilities of anyone in authority. So, acknowledge mistakes, avoid criticizing others, work hard and smart, refrain from office politics, stand up for principles you believe in, be open minded, diplomatic, positive in your attitudes, energetic in your work, a team player, and be enthusiastic, respectful of workers, and never become comfortable in your job.

An important complement to example is coaching and guiding participation. This kind of leader can identify the strengths of others and let go of his or her own position in favor of someone else’s. Such a leader can rejoice in other people’s growth in leadership rather than be  threatened by it? Such a leader has the patience to wait for others to learn from example.

A further key component of quality leadership is the ability to create a climate of mutual trust. Without this an organization is filled with suspicion and vision is lost. A leader needs to treat everyone graciously and maintain trust with those above him or her and those below; at one time a leader and at another a follower, he or she enriches the organization with increased trust levels.

Influencing others to be visionaries is a part of the selfless dedication of a spiritual leader. This requires of the leader that he or she be present to others, giving time and effort to facilitating the surfacing of their vision, and also that he or she has the ability to clearly articulate a credible vision for the future, and to enthusiastically motivate others to join in that shared goal.