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A Better Brand of Leadership
Is leadership defined solely by results? Most of the flood of leader literature makes that assumption. Leaders get things done. They win wars, championships, fortune, fame. They cure sick teams, organizations, whole countries. Not by themselves, of course – we followers have a limited role, as foot soldiers, employees, voters, or, as Michael Jordan once memorably described his Chicago Bulls teammates, “my supporting cast.” But the leader is that (usually) charismatic individual who is somehow able to motivate or drive or carry his/her team to achieve an (often) unlikely goal. Conversely, the absence of significant achievement generally signifies a leadership-free environment.
Much of what we think about leadership follows from this original assumption. We think, for example, that the tougher the goal, the greater the leader; our most iconic leaders – the Pattons, the Lombardis, the Iacoccas – were somehow able to achieve the impossible. It is the magnitude of their achievements that make them great leaders, not their methods; who cares, in fact, about their methods, as long as they were able to get something of extraordinary importance done?
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About the Authors
David Esler and Myra Kruger are the authors of the book The Pursuit of Something Better. They combined their 30 years of corporate communication, human resources, and consulting experience into Esler Kruger Associates in 1987. Their consulting firm focuses on culture change, organizational surveys, and executive counsel in effective leadership. Esler and Kruger are based in Highland Park, Illinois.
Business performance assessments aggregate huge amounts of data in order to provide a very few high value insights. (See Figure 1: Data Refinement and Consolidation Model below) As an assessment progresses, evaluators often feel increasingly overwhelmed by the volume of data they must sift through, organize, and analyze. Time seems to slip away and pressure to find the key insights mounts; making the objective appear to be that of finding a needle in a haystack with only a moment’s notice. To be successful requires thoughtful, deliberate preparation.
“When faced with a challenge, look for a way, not a way out.”
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Philosophically speaking, no one, including managers, should ever be afraid to have ‘the boss’ know or observe what he or she is doing. Being human, we naturally feel self imposed pressure to perform well especially when we are being watched. Subsequently, management observations will always make the conscientious employee at least somewhat nervous. When then does a manager announce that he or she will be observing an individual’s performance? In most cases, shortly before the observation begins.
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