A Quote by W. Edwards Deming
The most valuable "currency" of any organization is the initiative and creativity of its members. Every leader has the solemn moral responsibility to develop these to the maximum in all his people. This is the leader's highest priority.
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Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove. But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.
Ultimately as a leader, you're evaluated on how you interact with people. If you do it well, you develop a reputation as effective leader. If you don't, you develop a reputation for being a highly ineffective leader.
It is the solemn obligation of a leader always to be a leader. Even when - perhaps especially when - you don't feel like being a leader.
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
The leader of an Earth organization who makes a commitment to history - of humans living on Earth, to begin permanent settlement/occupation of not the moon, but of another planet - this leader will have a legacy for history that will supersede Columbus, Genghis Khan or almost any recognized leader.
I am personally convinced that one person can be a change catalyst, a 'transformer' in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader.
There's something unique and different that makes a leader, and it's not about creativity or courage or integrity.... A leader's job is to rally people toward a better future.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
Moral authority is another way to define servant leadership because it represents a reciprocal choice between leader and follower. If the leader is principle centered, he or she will develop moral authority. If the follower is principle centered, he or she will follow the leader. In this sense, both leaders and followers are followers. Why? They follow truth. They follow natural law. They follow principles. They follow a common, agreed-upon vision. They share values. They grow to trust one another.
The leader feels the pulse of a burning passion and communicates that heat at every opportunity. He or she lives the dream, breathes the vision, sleeps the mission, and eats the goals every day. The leader shares those goals all the time with everyone. It is a vibration the entire organization can feel.
If you're a leader at any level and your people aren't challenging you, you've got to change that or you can't be a leader here because you're not going to be using ideas, you're not going to have innovation, you're not going to fully develop your people. And if you're working in a group and you don't challenge, then you're not really doing your job.
If a leader cannot give you a clear picture of what he or she sees in the future, that person is not the leader of that organization.
I believe to be a leader is to enable others to embrace a vision, initiative or assignment in a way that they feel a sense of purpose, ownership, personal engagement, and common cause. I was very affected as a child by my father's positive example as a civic leader who inspired others to share his commitment to improving our community.
Loyalty to the leader reaches its highest peak when the follower has personally grown through the mentorship of the leader.
"Every leader makes mistakes, every leader stumbles and falls. The question with a senior level leader is, does she learn from her mistakes, regroup, and then get going again with renewed speed, conviction and confidence?"
What I care about is whether or not a leader will work with America's working people, whether or not a leader cares about responsibility and honest work and whether or not a leader will fight to keep the American Dream alive.
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