Humility. Giving. Sacrifice.
Whether you consider it gospel, history, or myth, the traditional story of Christmas makes for a compelling tale filled with leadership lessons. A young peasant girl is chosen by God to fulfill an ancient prophecy and change the path of the entire world. Together with her fiancé she has to make a long journey that ends with the birth of baby Jesus in a dirty stable, surrounded by animals, and shepherds sent by angels.
Emma Gatewood’s life would be a testament of strength and endurance even if she had never set foot on a hiking trail. The daughter of a Civil War veteran, she was born on a southeast Ohio farm in 1887. She married young and raised 11 children, enduring 33 years in a marriage so abusive that eventually the mayor of her town helped her obtain a divorce—an incredibly rare and difficult feat in those days.
After seeing an article in National Geographic about the Appalachian Trail, she told her children, now grown, that she was going for a walk. She left home in May 1955 with a couple hundred dollars, a pair of Keds sneakers, a homemade knapsack, a blanket, and a plastic shower curtain. She was 67 years old.
One thing I love about the work I do is that it gives me contact with a wide range of leaders. I especially enjoy the opportunity to learn from those whose commitment, drive, and intelligence result in the kind of great leadership we all want to emulate.
They’re a wide-ranging group, but there are a few traits that many of good leaders share. Here’s one near the top of the list: They are masters of delegation.
Not long ago, I had the honor of speaking at the U.S. Naval Academy in Annapolis, Maryland. After that experience, I can safely say that if you’re ever feeling cynical about today’s youth or our collective future, go visit one of our service academies. You’ll find some of the brightest young people in the country choosing to challenge themselves daily in their studies and lives—not just for their own wealth but for the good of our country.
Until fairly recently, leadership in this country was thought of as largely a military discipline. It makes sense, considering that even more than most pursuits the military requires order, teamwork, and common purpose. And unlike most other organizations, in a military unit, lives can literally depend on good leadership.
If you’re like most good leaders, you work hard to put together the best possible team. Finding not just the right skills but the right person—someone who’s productive, knowledgeable, and a good fit with your other team members and organizational culture—is a gratifying experience.
But whether your dream team is fully in place or still a work in progress, it’s important to remember that retaining great staffers is at least as important as recruiting them. Not only is turnover hard on employee morale and short-term capacity, but searches, hires, and onboarding are time-consuming and expensive processes. And there’s always an element of risk when you bring in someone new.
If you break it down to its prehistoric DNA, the plot of “Jurassic World” and its predecessors resembles anybody’s bad day at the office: You set out to do something with good intentions and high hopes. Something goes wrong, but no big deal—there are systems to deal with it. Systems fail. Plan B is launched. Unintended consequences ensue. Repeat with Plans C, D, and E until you conclude that maybe the entire concept is flawed.
Even when no dinosaurs are involved, it’s a frustrating spiral. But short of casting an action figure to come in and save the day, what can you do when a plan you’ve worked to bring to reality goes horribly wrong?
The U.S. Army Ranger School has been in the news after enrolling its first-ever group of women. The trial enrollment has drawn sharp opinions on both sides, but it’s also highlighted the rigors of what’s been called one of the world’s toughest and best leadership programs.
If you think your MBA school or corporate training was hard, imagine a program where only about half of those who enroll go on to graduate, and a third of those do so only after repeating all or part of the course.
Almost any team has one or two absolute go-getters. Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out.
Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it.
“I hate firing people. My heart always wonders if I could have done more to make it work, or if I should have given them another chance. But my head knows that I cannot run a profitable business AND employ people who don’t meet the standards of the company.”
As harsh as that may sound, that leader is entirely correct. At some point, it becomes obvious that a team member or colleague isn’t making the cut, no matter how many opportunities they are given. And while we tend to look at firing someone in a negative light, it doesn’t necessarily have to be that way for all business leaders.
If you follow college basketball, there’s no better time of year than March to see leadership characteristics. There are few sporting events that bring the excitement and drama of the NCAA tourney.
And if you’re someone who thinks about leadership, you may—as I often do—keep a particular eye on the coaching. It’s an area that always seems to draw legendary personalities, from Bobby Knight’s fiery temper to Pat Summitt’s icy stare, from Dean Smith’s fatherly attention to John Wooden’s philosophies.