Should Leaders take an Oath?
In the consulting world, I come across many different managers and styles of leadership. Some people are planful, understanding exactly what they are going to do and when they are going to do it. Others are more instinctual, sensing what needs to be done, gifted with an antennae that separates important Shark issues from unimportant Minnows. Some need the ‘trappings of office’ to feel secure and manage. It’s like the twin entrances to Pearse Street Police station in Dublin. One entrance has a police figure wearing a flat cap; the other entrance has a figure sporting officer’s headwear – reflecting the different entrances to the building (based on rank) in the police force 100 years ago.
Teaching Leadership: It follows that teaching people to lead poses a real dilemma. Should they be given part of an organization to manage and see how they get on? Or do you break Leadership down into easily digestible chunks and teach them the individual components – much like simple concepts in music are taught to a beginner with complexity added later in a sort-of layering process? We start with A,B,C. Then we learn to spell C-A-T. Eventually, we figure out how to spell catastrophe!
Conceptual Models: One way to teach is to provide ‘models’, which help people to conceptualise the leadership role. As they become more experienced, they can by-pass the model. Dr. Eddie Molloy used to express this as follows: “People learn to cycle holding onto the handlebars. But when they become good cyclists, they can let the handlebars go.” Learning to lead often follows this same basic pattern.
Beyond Techniques: Beyond techniques – Executive Coaches often get clients to conceptualise their job as something incredibly important. This is more than just building a toolkit of individual skills. We know that Doctors take an oath swearing to practice medicine ethically and honestly (widely believed to have been penned by Hippocrates). As organization leaders, should we hold ourselves to the same high standards? Ambrose Bierce suggested that: “Character is the diamond that scratches every other stone.” So, in addition to constructing the baseline skills, should we also focus on building leadership character? On a trip in the USA, I came across the following Leaders Oath.
A LEADER’S OATH
I will do everything that I can to help my team and my team members succeed.
I will do everything I can to help the organization to which I belong achieve its goals.
I deal with people, with all of their human strengths and failings, and will treat them with respect and with care.
I will strive always to do what’s right, even when it is difficult.
I will not be ashamed or hesitant to say, “I don’t know” and then seek the answer.
When problems occur, as they will, I will strive to identify them early and deal with them immediately.
I’m a member of society and my actions and decisions spread ripples that affect others.
I know my work as a leader can always be improved through conscious and continuous personal development.
I pledge this because leadership is a sacred duty to the people who have entrusted me with their goals, their aspirations and their wellbeing.
So What? I know that this might be a bit OTT in an Irish context, but would a modified version (or even a discussion on this among the senior team), work in your organization? Of course you can always take the opposite approach i.e. just show up and see what happens! But that’s generally not a great recipe for success.
Paul
PS Reverse Mentoring: Just thought that you might be interested in a trend emerging in the UK and USA labeled ‘reverse mentoring.’ It’s a recognition that the older Grey Beards (like myself) are not as technology friendly as the so-called Digital Natives. To address this, some companies are ‘pairing up’ senior executives with younger employees who coach them on the use of a variety of technologies. L’Oriel’s HR Director, Leah Jones, stated: “Our digital-savvy Millennials who are nominated to be mentors also feel valued, recognized and empowered by being able to share their expertise with a senior leader and the wider business.”
PS Lighter Note: EVER WONDER……
Why don’t you ever see the headline “Psychic Wins Lottery”?
Why is ‘abbreviated’ such a long word?
Why is it that doctors call what they do ‘practice’?
Why is lemon juice made with artificial flavor, and dishwashing liquid made
with real lemons?
Why is the person who invests all your money called a broker?
Why is the time of day with the slowest traffic called rush hour?
Why isn’t there mouse-flavored cat food?
Why didn’t Noah swat those two mosquitoes?
Why don’t sheep shrink when it rains?
Why are they called apartments when they are all stuck together?
If flying is so safe, why do they call the airport the terminal?
PPS The Blind Cowboy: From Larry Mc Givern…
An old, blind cowboy wanders into an all-girl biker bar by mistake. He finds his way to a bar stool and orders a shot of Jack Daniels. After sitting there for a while, he yells to the bartender,
“Hey, you wanna hear a blonde joke?”
The bar immediately falls absolutely silent. In a very deep, husky voice, the woman next to him says:
“Before you tell that joke, Cowboy, I think it’s only fair, given that you are blind, that you should know 5 things…
- The bartender is a blonde girl with a baseball bat.
- The bouncer is a blonde girl with a Billy-Club.
- I’m a 6-foot tall, 175-pound blonde woman with a black belt in karate.
- The woman sitting next to me is blonde and a weight lifter.
- The lady to your right is blonde and a professional wrestler.
“Now, think about it seriously, Cowboy … do you still wanna tell that
blonde joke?”
The blind cowboy thinks for a second, shakes his head and mutters,
“No … not if I’m gonna have to explain it five times”
From Amie – my daughter in Melbourne.
Son asks his father. “Dad, what’s an alcoholic?”
Dad Says: “You see those 4 trees? An alcoholic would see 8”
Son Says: “But Dad, I can only see 2”
Check our website http://www.tandemconsulting.ie or call 087 2439019 for an informal discussion about executive or organization development.
Confessions of a Consultant 