Callan…Coffee…Contemplation for the Week of February 16th
Things That Matter
I am intrigued by what sets champions and dynasties apart from the rest. And though there is no simple answer, at present I cannot find a better way of explaining my conclusion than this way: Great Leaders distinguish between what matters now and what matters always. What matters now tends to be considerations of tactics and techniques. This tighter lens of “now” involves considerations of execution, course correction, and adaptation. Important, yes; however, I believe what really enables long-term excellence and the sustainment of a championship culture is a leader’s ability to focus on what matters always. What matters always transcends time, place, circumstance, conditions, budgets, and political whim. What matters always constitutes our non-negotiable core, our true north, and our foundational cornerstone. This is the realm of ethos, meaning, and purpose. So yes; all things matter, both big and small. However, to move into the realm of champions, leaders must focus on what matters always.
Between “As Is” and “To Be”
Leaders are in a constant flux between states of “as is” and “to be.” Each state is a reality of leadership, and moreover, being between each state creates tension. Why? Because most of the time things are not the way we want them to be; it is just the way they are. Leaders must develop the self control to lead in the tension of moving towards where we want to be, and on the other hand, dealing with the way things are. Both states represent a form of reality for our organizations. Leaders best deal with issues of “to be” through a compelling vision, effective strategy, creating unity of effort, and agile course corrections. Conversely, leaders best deal with issues of “as is” through facing the brutal truths and communicating those hard realities to our people. The truth is, we cannot achieve “to be” without dealing with “as is,” and equally, we cannot correct “as is” without a compelling vision of “to be.” The ability to master both helps us appreciate what we have always known yet sometimes forget about leadership, which is this: It is more art than science.
Standing On The Shore
I like being at the ocean, body surfing and swimming against the strong waves. I am still able to fully engage in this experience but I know a time is approaching when I will only be able to stand on the shore and watch. I think this is a great metaphor for living and leading, as it reminds us of the criticality of time and of coming thresholds. It reminds me I must be very careful with the time I am given, and very intentional with my life. What we do now, every day, and especially while we still can, matters enormously for ourselves and those we lead. Like most people, I easily fall victim to thinking I have all the time in the world. But this truer reality keeps coming back to me: I only have one life and one shot at creating a leadership legacy. Each of us must make the choice to get into the day, especially now when we can, and fully engage in our life and our development. Yes–there really is a point of no return; a threshold beyond which we no longer have the energy, vitality, and time to go back to zero and start over again. The day will soon come where all we can do is stand on the shore and watch.
Reverberate
Leadership, like any art, is hard to precisely measure in terms of effect. Therefore, I like to think of great leadership like sound reverberating. We may emit leadership in small, isolated doses, maybe limited to just one person at a time and one day at a time; however, similar to sound, we have no real way of knowing how far, and how deeply, that effect might bounce. The person you touch today with your leadership, whether positively or negatively, will soon touch another, and they in turn, another. One’s leadership, like a musical chord reverberating in a sound studio, often cascades and expands far beyond the initial contact. In truth, who knows for sure where the reverberation ends? If we understand leadership this way, as a form of reverberation, we’ll place far more intentionality in our daily actions. Moreover, this reverberation magnifies the importance of mentorship as a cornerstone element in leading. The one person we touch today with our leadership will, depending on the quality of our stewardship, touch others. Who can say where the impact ends?
The End Game
Why lead? Many of us could technically complete our jobs, quite sufficiently well, and never really lead. I see many fine people carry out their functional responsibilities, often at a high level of competence, but never intentionally engage another person in real leadership. So again, why lead? Let me answer this using a fictional character, Joe. Joe works hard at his job. He arrives early each day, arranges his ledgers and spreadsheets, and barely breaks free from his desk for the eight hours he logs daily. Joe does this day after day, week after week, month after month. Joe lives his life through this basic lens: The more I get, the more I have. More money, more suits, more cars, more toys. Mathematically understood, Joe is correct: He surely acquires more things and, in some thin way, he is successful. But in all this getting, Joe is missing a far greater wisdom about life and leading, which is this: The more you give away, the more you are. So why lead? To give away our best, which in turn brings out the best in others. This is the true end game.
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