The Who, What, and Why of Leadership
Leadership in Transition Today
People, The Who of Leadership
For centuries, the perception of leadership is that it is what the person at the top of the organization chart does. It is a role, a function, a title in a business. The effect of this belief is the overvaluing of executive leadership and the undervaluing of work that creates impact that makes a difference that matters.
The emergence of digital technology during the last quarter of the 20th century ushered in a change in how organizations function. Workers gained greater access to information needed for their jobs. Their computers facilitated faster, more efficient, and even better quality work. Their phones, first as a simple basic communication device, then as sort of a mini-data manager, and then as a smartphone, provided a new level of independence to perform complex tasks. They were not stuck to a desk in an office block. The intermediary facilitator as gatekeeper became less relevant. Now, one person can function as a global enterprise by using their handheld device. I know because I am one.
In spite of the growing authoritarian push to concentrate all decision-making in as few people globally as possible, the transition is towards greater decentralization of leadership. When a person acts to make a difference, leadership happens.
The Who of Leadership, therefore, are people everywhere who are taking personal initiative to create impact. They are impact leaders who are making a difference in every organization and community worldwide.
Impact, The What of Leadership
If leadership is not a title or role in an organizational structure, what is it?
Leadership is the product of personal initiative to create impact.
Impact is a change that makes a difference that matters.
Leadership is not the act of taking initiative. It is the impact that comes from it.
When we measure leadership by impact, we can move away from the spectacle nature of leadership. The leadership spectacle is the Wizard of Oz’s behind his curtain being discovered and crying out, “Pay no attention to that man behind the curtain! The Great and Powerful Oz has spoken.” The spectacle hides the true character of the person designated as the leader. However, when we judge by the effect of actions taken, we see the reality that cannot be ignored.
As people in organizations and communities, we can together develop collective visions for impact that pulls everyone into a collaborative environment. This is the heart of the Circle of Impact model. If you need a linear process, here it is.
Shared values lead to a shared purpose for impact that creates a network of relationships out of which a vision for impact emerges that then determines what kind of structure we need to create our shared understanding of impact.
In the past, leadership was a structure-centric feature of organizations. The Circle of Impact model is a people-centric one that elevates organizational impact level.
Personal Initiative, The Why of Leadership
Maybe, more importantly, is why should we lead.
A person who takes initiative is doing it for a reason. Genuine leadership is personal. It rises from within us. It is motivated by our desire for personal meaning, for happy, healthy relationships, and for making a difference that matters. The initiative could be a small act of kindness like holding a door open for someone whose arms are filled with packages. Or it could be something large, like the formation of an economic development organization for rural families. The measure of leadership is defined by the impact that comes from our purpose for making a difference.
In acts of personal initiative, we see individual statements of purpose expressed. We better understand people by observing how they act. When their words align with their actions, then we have a more complete picture of who this person is. Acts of purpose reveal to us the values that define the person.
Margaret’s Example
When Margaret, the office receptionist, brings fresh flowers every week for the reception area, she does so because she believes that it matters. To her, if one person a day goes over and smells the flowers, she knows she has made their day a bit brighter. It is a small act that makes a difference. In the world of business, every day is filled with small acts that are intended to make a difference. This is how leadership is born out of personal initiative.
The action may be so representative of the attitude and behavior of the person that no one thinks of it as an act of leadership. They say, “That is Margaret being Margaret.” If Margaret retires or misses work for a few weeks because of illness, her absence is noticed because the flowers that she brings each week are not there. These small acts of leadership are often taken for granted. We, therefore, need to take the personal initiative to recognize these moments of impact with gratitude.
Leadership is a personal expression of our values and purpose. It is also a social one. Margaret acts out of her desire to bring beauty to the office each week. She does this as a personal expression of her desire to make a difference. While the act is worthy of our thanks, the measure of impact is a question of change.
Margaret’s act of bringing beauty into the office touches the lives of guests to the office. However, her act would be more easily seen as an act of leadership if other people began to do things to change the atmosphere of the office. The measure of leadership is not the act itself, but the impact that is created. Margaret’s act is what I call a “start small, grow big” one. It is a small act to bring flowers each week. It makes a small difference. But it is not a sustainable one if her act of initiative has not become a socially shared one.
If Margaret’s purpose is just personal, then her act of impact upon the office may well fade once she is no longer employed there. If, however, the other staff’s response to Margaret’s weekly gift of kindness to the office is to begin to look for other ways to improve the office’s environment, then her small act of leadership has provided the motivation for others to join her in leadership. Margaret’s example to the staff is her freedom to make a difference. As a result, the office staff begins to take initiative to improve how they work together and how clients find the office a comfortable place to conduct business. In this, Margaret has inspired leadership initiative.
The Who, What, and Why of Leadership
To fully appreciate leadership from this perspective, we need to see it as both personal and social. It is not about my values and purpose for impact. But joining together with others who share similar values and a purpose for impact.
The measure of leadership is not the act itself. But the impact that comes from the act. This is how we can turn leadership that is a spectacle for show into a practice for achieving change that makes a real difference.
Circle of Impact leadership is more than personal. It is social because through our relationships sustainable impact is found. Without the social, the personal can be self-serving. Without the personal, the social can miss the larger opportunity to develop organizations and communities where people discover a better life through participation and contribution. This is why leadership initiative matters.