Hi Ivana,

I enjoyed reading your accounts of executive arrogance. They describe so well my own experiences as well.

I commend to your reading a book by Bob Sutton, Professor at Stanford University Graduate School of Business, called "The No Asshole Rule". He also has a blog called "Work Matters".

I wish you the best success and if we can live so as to nullify the destructive effects of just one a**hole in the world, we'll not have lived in vain.

Ron

Robert E. Lee said:

"The forbearing use of power does not only form a touchstone, but the manner in which an individual enjoys certain advantages over others is a test of a true gentleman. The power which the strong have over the weak, the employer over the employed, the educated over the unlettered, the experienced over the confiding, even the clever over the silly — the forbearing or inoffensive use of all this power or authority, or a total abstinence from it when the case admits it, will show the gentleman in a plain light. A true man of honor feels humbled himself when he cannot help humbling others."

Lee had what John Maxwell calls 'spiritual authority' and the heart of a servant in both victory and defeat. I agree with you that our time desperately needs such men.

Thanks, as always, for the post. Good stuff!

Ron

The first step toward success in any organization begins with knowing — as an organization — who we are or what we are, how we are, why we are, where we want to go, how we will get there, and when we might expect to get there.

That's where a members' survey is essential. It addresses the important leadership tenet: Find out what your members (followers) want and help them get it. A simple survey can identify, within barbershop chapters, whether the group is mostly interested in a) socializing or in b) performing at a high level. This tracks the "drives" theory of David McClelland. And it addresses the "Who or what we are" and "How we are?" Analysis of the survey responses will indicate the degree or level of the members' mutual understanding and agreement or commitment. From their input, the chapter's Vision — "Where do we want to go" is made clear.

Once that is known, the next step — in any organization — is for the leader(s) to keep the Vision in front of the members in every possible way. This reminds the members why they are a part of the organization. The step that follows, then, addresses "How we will get there." It involves team-building — finding the right people and placing them in the right jobs doing the right work. This is the key to a chapter's future because that will drive the Vision forward. For example, the appropriate officer in each post can:

a. Use what the chapter and chorus know about themselves to identify the kind of people they want to reach as potential members (I.e. High Achievers or Socializers ).
b. Publicize the group through media and other means that reach those prospects.
c. Design and conduct Guest Nights that "sell" what the chapter wants those prospects to "buy into."
d. Develop an audition process that looks at both music and leadership potential to bring in the "right" people.
e. Find outside engagements that will reach those prospects.
f. Ensure that every member (old and new) feels welcome, appreciated, and empowered.
g. Establish mutually acceptable timetables to ensure individual development and more commitment/participation.

Point "g" of course addresses the final question — "What is our timetable?" And there may be other points to consider and incorporate as you refine the concept further.

Each of these actions will help to build the enthusiasm and commitment that are essential to success — in both leaders and followers. And today's followers could grow into tomorrow's leaders when they experience that kind of environment. So let's start recruiting the ones who can.

— end —

[c] Stephen C. Rafe. All Rights Reserved.

All organizations are different from one another. For-profit organizations differ from non-profit ones. Even within the same field, for-profit leadership needs may differ. In fact, even within for-profit organizations, the need for a certain type of leader may change as situations change.

The same is true for non-profit organizations that use volunteers. A person who is "volunteered" to serve as a committee chair for a professional or trade association may differ in motivation and enthusiasm from one who has joined an organization and volunteered willingly. Even then, organizations differ from one to another according to their purposes and objectives. Further, even within the same organization, local chapters can have, and do have, the need for different types and styles of leadership based upon the chapter, itself, and what its members want and expect from being members. Thus, the leadership skills needed in any organization are bound to differ from one to the next.

In the Barbershop Harmony Society, many members feel that there is a dearth of leadership and base that upon declining numbers and difficulty in recruiting and retaining younger members. Yet, the leaders may be there: We just haven't identified and nurtured them yet. Part of the problem may be that potential leaders may, indeed, be incredible leaders in their work situation or elsewhere but choose not to lead in a chapter. Their reasons may include commitment of time, insufficient dedication to the organization's goals, desire for low profile, and many others.

Of course, it's impossible to "command" them to become leaders at the one extreme, or to "beg" (or "bribe") them to become leaders at the other extreme. External motivational techniques simply don't work that well, if at all or for long, in barbershopping. To cultivate leaders, one must start with those members who have an internal desire to make a difference by contributing to the good and welfare of the group. Others members may never become leaders, in any situation. (Heroes, maybe, but not leaders as we define the word.)

Teaching one what to do, and even how to do it, doesn't automatically create leaders. The best that training can do is to a) explain what works and doesn't work in general in leading barbershoppers, b) provide those who are willing to lead with insights into what they can do to increase their chapters' chances for success, and then c) help them develop the essential skills. Without that desire, though, understanding and action will rarely follow "training" — even among those who could be what some define as "natural born leaders."

MORE TO FOLLOW

Great post. Have been preaching about the overabundance of leadership gurus with no certification necessary for over a year now. Truth is, when "everyone" gets on-board a trend, the trend is usually over. And my most recent blog post on the subject points to an informal ratio of 25-1: leadership gurus to management consultants on Twitter alone. That should speak volumes.

As for your question about why, with so many leadership gurus about, there is a dearth of real leadership? The answer is simple: everyone is talking and no one is listening. Leadership has become nothing more than a badge. Sorry, but you don't become a leader in exchange for money.

Here's the blog post I was referring toohttp://burnsattitude.wordpress.com/2010/05/17/why…

Kevin Burns
Management Attitude/Culture Strategist

Let me elaborate a bit, from my point of view>>> being a 27 years old person totally passionate about unleashing talents in people, officially without any coaching course or certificate and for last 10 months giving away my gifts to everyone eager to learn for free.

I believe that being a leader and bringing up new generation of leaders must start very early in life, if we want as society to progress. Leadership courses should not be available only for managers in the company (that is what I have been told when I wanted to attend such trainings during my "employee times"). More over to acquire leadership skills is not about one event, it is a long process.

Many people perceive that leadership is only for elites and that is for them a mental block in their head: "aaw, don't be silly, you are without any title, you cannot afford to have a coach, it is only for executives." Some coaches became happy with this status quo positioning of their services. High fees style have built more and more brick-walls around them. Same happened to employers and bosses who are afraid to lose their position, are protecting themselves from "disobedient" employees.

But in this case "disobedient" employees are just asking questions, are eager to learn and to grow, act proactively and are not afraid to fail. Aren't these patterns of innovators? Well, corporate world call them non-compliant.

If we will not start to lead by example and show real life examples from our lives, how we conquered our fears, how we achieved something what everyone told us it is impossible, how we have failed, we will not convince or inspire anyone.
If we don't have our own stories, then whole point of what we are trying to teach is just talking…with essential part of walking missing…

To innovate is to perform-get feedback- and then revise. Repeating same thing over and over could work before, but not know, when everything is viral, online and word is spreading at the speed of light.

Guys, please try to talk to your clients and try to open their eyes to see the great potential around them. Teach them to encourage pro-activity, teach them to value those who are not afraid to fail and admit it when they do. Teach them, that next generations will not work for them if they will not see the deeper meaning and purpose explained to them.

I am telling you teach them, because I cannot access executives (at the moment), because they will not listen to a "girl" with no "experience".

😉

Have a super cool day,
cheers from Slovakia

Hi Mary Jo:

I always excuse boldness :). Your point about examining the other side of the coin is a fair one. In fact, I would not even attempt to dispute that there are many successful leaders in our midst. That said, there is also little doubt in my mind that failure rates at the C-suite level are at all time highs. While there are many reasons for this, there is no arguing the fact that the average tenure for CEOs has been plummeting for the last decade. The harsh reality is that it is simply more difficult to succeed in today's complex world, and most CEOs would readily admit that. My admonition to practitioners in our field is that we must not become complacent in our efforts to adapt our work to the changing needs of the market. We must continue to stretch ourselves for the benefit of those we serve. Thanks for your candor Mary.

"[…] it's only through the experience of practice and repetition that actions & reactions become instinctual. You simply cannot attain this level of precision and refinement solely through academic endeavors." – nice!
You point out that some leadership so-called experts might just be in the industry to make a quick buck. Some leadership expert followers might just be interested in the topic to feel motivated (http://www.youtube.com/watch?v=u6XAPnuFjJc) – not that that's a bad thing… There are also those who are interested in leadership in order to continuously improve processes and study behaviors.
If there are two kinds of leadership experts, there are two kinds of leadership expert followers.