Last week I began a short series discussing some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. As I said then, I am neither a sociologist nor a psychologist – and certainly not an expert. My perception is simply that of a practitioner - and it is in such a context that I am proposing some thoughts for consideration. And on that note, we continue…
One of the realities facing those in leadership is providing a climate that is both attractive and motivating to “millennials.”
Continuing the discussion of Courage as it relates to leadership, we cannot ignore the reality that not all experiences in leadership are smooth – or even positive. Obstacles arise, choices are made, and not every decision works out well.
As it turns out, such are the circumstances that mark the difference between average and extraordinary leadership. A classic article from Harvard Business Review entitled, “Crucibles of Leadership,” puts it this way:
In an article entitled, “Courage: The Defining Characteristic of Great Leaders,” Harvard senior Fellow Bill George affirms the need for Courage in Leadership.
Quoting in part, he writes:
“…There are literally thousands of competent managers who can run organizations efficiently using pre-determined operating plans, but few with the courage to transform entire enterprises…”
Several weeks ago, I wrote about the importance of confronting issues as they arise (click here to review). The importance of this leadership principle was reinforced yesterday during a conversation with a friend when he described a situation where a leader failed to confront (“to face”) an issue in a timely manner.
A friend of mine made an interesting observation a few years ago. He said,
“When you are the leader of an organization, you are treated like the quarterback of an American NFL football team; you get more of the credit - and more of the blame - than you deserve of either one.”
That’s a fascinating insight.
In past weeks, I have discussed that I the value of compassion as a hallmark of those who lead.
This week, I part three, we look at the danger of compassion in leadership.
Last week I discussed that I have observed the value – and the danger – of compassion as a hallmark of those who lead. I began by defining compassion and indicated we would explore the virtues and the risks of compassion-centered management as a primary stimulus in leadership decision-making (click to read).
This week, I part two, we look at the value of compassion in leadership.