Stand Back

In my younger days I shared responsibility at my church in central Pennsylvania for leading our youth group, along with my wife and another couple. We developed an annual tradition of taking the group backpacking for a weekend on the many trails that dot the mountainous regions in that part of the state. These trips were wonderful learning experiences as we battled the elements, insects, snakes, animals, and our own physical limitations to accomplish the goal of hiking up to thirty miles over a three-day period.

One of the more interesting leadership phenomenon’s that occurred with regularity on these excursions was what happened as we decided who would lead the crowd of hikers (sometimes numbering up to thirty people) through the woods. As one might expect, the initial stages of any trip were led by the young men in our group, anxious to prove their physical prowess. They often established a brisk pace with limited pauses for rest. The adult leaders would sometimes need to intervene and slow the tempo so our group didn’t get too dispersed along the trail. But that’s not the experience I observed as remarkable. Anyone with initiative and a willingness to take risks can lead under these circumstances.

What I found valuable as a leadership lesson was our decision that required everyone to take a turn in the lead position. Regardless of gender, hiking experience, or level of fatigue, when anyone assumed the top spot blazing a trail for everyone else something amazing happened. These newly appointed leaders often seemed to gain new energy, confidence, and courage. I watched young women who were afraid of snakes lead the group across rocky portions of the trail, known homes to rattlesnake dens. Tired individuals who had been lagging behind in previous sections of the hike seemed to gain a second wind as they pushed forward up the mountain. Confident and competitive leaders learned to contentedly follow their peers, often with words of encouragement and support.

This unscientific study in leadership behavior came to mind this week as I found myself stressed with an overloaded schedule and several tight project deadlines. In times like these it is hard for most of us to stand back and lets others take their turn as leaders. We can muster an impressive list of excuses and smugly decide we know best how to navigate the trail. This behavior does little to inspire those who follow us. If all they see is the back of our hiking boots slogging along the path they will miss a breathtaking view of the wilderness or be the first to spot wildlife ahead. In a business environment those same perspectives could mean a limited outlook or a missed opportunity.

By standing back we send a message that “I trust your judgment and intuition”; “I have confidence in your ability and appreciate your gifts.” It’s a subtle message that leaders need to give whether on a hiking trail or navigating the uncertainties of today’s business environment. It’s a lesson I wish our federal government could learn in its response to the Gulf oil spill. The local governments, experienced businesspersons, and concerned citizens along the gulf coast know their beaches, marshes, wetlands, and industries better than any Beltway bureaucrat. Hamstrung by red tape, limited or no communication, and competing interests, the very people who should be at the front of the trail find themselves staring sadly at the back of someone else's boots; likely someone with no familiarity about the path or where it’s headed.

So, the next time you are tempted to hit the trail ahead of your team, pause and allow yourself the pleasure of standing back so others have a turn up front. Remember, there will soon be opportunities for you to take the lead again. By letting go, as hard as this can be, you may learn the most about yourself and others. So stand back!