life in the arena

Yesterday I had the opportunity to talk about leadership with one of my colleagues and, as we delved deeper into the discussion, he mentioned a metaphor for leadership he had been contemplating - that of the leader in the arena.  While much could be made of this metaphor, we focused on those to whom the leader is watching and listening - those in the box seats or those in the cheap seats?  We followed with the assumption that those in the box seats are the leader's biggest fans and are cheering that person on...and that those in the cheap seats are constantly criticizing or questioning the leader and providing negative feedback as often as they can.  Based on that discussion, here are a few ideas for leaders when they find themselves in the arena:

• Keep focused on those in the box seats...have a list of who they are, be sure to regularly touch base with them, keep their encouraging words in mind, and move closer to them when the going gets tough
• Diminish the sounds of those in the cheap seats...remember that there will never be a way to please these people, they will never have the leader's best interests at heart (and sometimes not even the organization's best interests), and despite their intensity of comments they are often wrong or, at the very least, misguided
• Remember who is in the box seats...these are the people who have been the leader's biggest cheerleaders all along; they are often mentors and models of success; and they have nothing to lose (and everything to gain) by the success of the person in the arena
• Remember who is in the cheap seats...these people seldom have any relationship with the leader, they have often failed themselves in leadership roles, and believe that the leader's (or organization's) gain is their loss
• Don't become too enamored with those in the box seats...one's biggest fans provide love and support but can also become blinded to any failures of the leader.  Be sure to keep in check all of the positive comments that come from those in the box seats (see next bullet point)
• Don't completely tune out those in the cheap seats...every now and then a comment from one of the critics will point out a fault the leader (or their fans) may not have seen, or provide an idea that the leader (or their fans) may not have yet thought about
• Those in the box seats will be forgiving...the leader can feel safe around those who have been his or her supporters over time, so think about them when taking the next risk
• Those in the cheap seats will always find fault...decisions around leadership cannot be based on what this group of people will think or do; there is no way that the leader can disappoint or let this group down, because they just do not care

As you contemplate this idea, consider who the people are sitting in the box seats while you are in the arena...have you reached out to them recently to grab a cup of coffee and receive some encouragement? have you written a note of thanks for all they have done for you over the course of your leadership? and have you tuned your ear to their collective support, especially when the going gets tough.  

when leaders fail to act

Everyone has experienced times when people in leadership roles fail to act.  It may be something such as the unwillingness to let someone from the organization go; or it may be they do not hold certain individuals accountable; or they do not demand that certain metrics are being met; or they fail to follow through on their promises; or they fail to perform a function required of the role.  All leaders fail to act at certain times and, if they are willing, will learn from those failures and improve their performance over time.

Here is the paradox of what I am thinking about...leaders who fail to act on certain issues over time have either isolated themselves from feedback or are unwilling to make the changes that are necessary in order to act in a different manner.  I am a big believer in Maya Angelou's quote "Do the best you can until you know better; then, when you know better, do better."  The paradox is that, for the most part, leaders who fail to act will never know better because if they were people who would learn and know better, they would do better.  And those leaders who are not failing to act have, on their own, learned better and are already doing better.  It is quite a conundrum.

So let's think about those who realize that the leaders of their organizations are failing to act...and are not learning and knowing better...and are consistently not fulfilling the requirements of their roles.  What are these people to do?  How does one behave, for the good of the organization, when they observe their leader failing to act?  Here are a few thoughts:

• go to the leader and ask questions, genuinely (and humbly) inquiring into why they are not doing what is needed.  There may be good reasons as to why a leader fails to act in certain ways and at certain times.  A humble attitude towards this type of questioning serves both the leader and the one asking the question.
• consider the reasons behind the leader's inability to act and find ways to act in a way that might mitigate the leader's inability to act.  Again, doing this in a humble and graceful manner actually serves the leader and the organization.
• work the issue up the chain of command.  This is never easy to do and would often be a last resort in most organizations...and it is often necessary when the leader's inability to act is threatening the stability or existence of the organization.
• sometimes it is necessary to leave an organization and find employment elsewhere, especially if one believes that the leader's inability to act is putting the organization and its employees at risk. 

As I finish this blog, there are three requests (or pleas) that I have:

First, to all leaders...ACT! There are few legitimate excuses to not act in a manner that is required of those in leadership roles.  Yes, it is hard work...yes, it is often out of one's comfort zone...and yes, one may not have all the training and skills necessary.  There are still no excuses for a leader to fail to act.

Second, to those who hire leaders...CLARITY!  Please be sure that when a leader is placed into their role, they have great clarity as to what is required of them.  Many boards or individuals, upon hiring one to lead their organization, believe they will know what to do, or at the very least learn what to do.  Clarity of expectations up front is crucial, as is follow up and review of those expectations.

And third, to those in the organization...SPEAK UP! Leaders are human and will, at times, fail to act.  Give them the chance to learn to do better and, if they are not able to do that, then speak louder and to different people.  While a leader's inability to act may lead to the downfall of an organization, it is most often the employees unwillingness to speak up that really leads to that downfall.

the leadership moment

Several times over the past week, I have had the opportunity to look around and realize that things are better than they were a year ago and that, just maybe, I had a hand in helping them become that way.  People who build and work with their hands have the chance to see that on a regular basis - they start with "materials" and, after they enact their craft, something is there that can be seen, used and admired.  That feeling of completion and satisfaction is harder in the craft of leadership because leaders work more with ideas and people, with the hope that, sometime in the future, things will be better.

As I looked around and realized that certain things were better, I was able to take a moment and realize that I had a small part in making them that way.  It was, in my words, a leadership moment.  That moment consisted of satisfaction, pride, and gratitude.  The moment also consisted of a smile and a few tears.  While leaders are prone to give the thanks and praise to others, sometimes they should stop and give those same kudos to themselves (all be it in a quiet and private manner).  To have a leadership moment is (and should be) a rare thing...and something that makes every one in a leadership role full of joy.

Now here is the paradox.  While the leadership moment consists of being joyful over what has occurred up to that point, it is also a time and place to consider what might be next.  For some, the leadership moment is the start of something new; for some, the leadership moment consists of realizing that there will be more effort to sustain what has become reality; and for others, the leadership moment is a realization that the next step or project might be beyond their own capability.  In other words, the leadership moment will consist of fear and wonder; the leadership moment will consist of worry and hope; the leadership moment can (and should) produce just a bit of panic.

Look around for the leadership moments in your life, whether you lead an organization, a club, a classroom, or a family.  Leadership moments are there, and one should take the time to rejoice in them...and then to realize that the leader's role is beginning to shift and become even harder.  In other words, embrace the paradox of the leadership moment.