Being Bold

“The saddest summary of a life contains three descriptions: Could have, might have, and should have.” This quote by Louis E. Boone is indicative of a common leadership dilemma, a lack of boldness to pursue an organization or team vision. Instead of announcing our intentions and boldly pursuing them, leaders tend to procrastinate or offer an array of excuses for our poor performance. Perhaps this is because we have experienced disappointment when some previous initiative fell short of expectations. Or we may have a problem holding ourselves and others accountable.

Boldness is a key contributor when crafting a vision. It engages others by inviting them to imagine a yet unfulfilled future where their actions have made a difference. Sometimes the vision seems so audacious that we wonder if it is even possible. When a leader boldly proclaims where the organization or team needs to go, he or she must trust their own capabilities and have faith in the ability of others.

Boldness includes a sense of adventure and excitement, a willingness to take risks, and to be quite comfortable with the unknown. Bold leaders also aren’t afraid to speak out and to put their own credibility on the line. While they may recognize inherent risks, bold leaders don’t waste time over-analyzing. They get excited about the possibility of moving beyond what is known or proven.

The obstacles to boldness are many. Some leaders have a fear of being embarrassed or looking crazy to their peers or shareholders. Others prefer the stability and comfort of their current situation. If you need to gauge how much support you might have, or you like to thoroughly process every decision, it is likely you will struggle to be bold.

Leaders can’t assign boldness to a committee or task force. They must demonstrate by their words and deeds a level of commitment to the vision. By stretching the boundaries and challenging others to rise to the occasion, bold leaders can create an environment where vision is embraced as a possibility. Bold ideas are needed for great accomplishments to be realized.

Who are the bold leaders in our political, business, and religious arenas today? Who is putting their credibility on the line for some future bold initiative? Where do you fall on the boldness continua? Are you cautious or adventurous? Do you hold back or speak out?

What are the “could have, might have, or should have” goals and initiatives languishing in your organization? How many of them have never been realized because your leadership lacks boldness? There is no need to settle for regrets when boldness can help you achieve success.

Running Away

This past Friday evening my wife and I made our first ever trip to Sight & Sound Millennium Theater in Lancaster County, Pennsylvania, to see their production of Jonah. While the presentation was spectacularly staged and choreographed (including special effects, massive sets, and colorful costumes) the life lessons presented through the story are what makes this event so special.

Based on the biblical story, Jonah offers a more in-depth view of the prophet of Israel who decided to run from his appointed assignment. Many of Jonah’s decisions were based on his own selfish wishes and desires. Because his father had died at the hands of the people of Nineveh, he struggled to imagine himself delivering any news to the city, even bad news. Throughout the story Jonah persistently acts in a selfish and sometimes petulant manner, especially when his motives and aspirations differ from what God and others expect.

It isn’t difficult to draw some leadership comparisons between Jonah and many of today’s political and business leaders. Few persons in leadership positions seem ready to deliver bad news or to act with integrity when the path of a nation or corporation is at risk. Even when they do sometimes venture down the path of truth it is often with less than stellar results because, like Jonah, they may wish to disassociate from the actual consequences of their actions.

Jonah’s leadership approach involved lots of running. He tried to distance himself from his assignment by boarding a ship headed in the opposite direction from Nineveh. He runs from his responsibility to deal with personal pain and feelings of revenge. Later in the story he selfishly runs from his own lack of compassion and forgiveness by blaming his circumstances on a lowly worm.

What might you and I be running from as leaders? Are there past experiences we haven’t fully embraced because we didn’t like the outcome? Is our self-image too painful to fully reveal to others? Have we become so good at deflecting blame we no longer understand how to accept personal responsibility? Do we use lies and half-truths to justify our actions or inactions?

Jonah spent three solitary days in the belly of a giant fish to learn some of his most poignant life lessons, and even this experience didn’t transform everything in his life. Whatever we, as leaders, are called to do it never makes sense to run away from the difficult or uncertain decisions and outcomes we face. By confronting our fears, and courageously accepting responsibility, our leadership will earn the respect and trust of those we serve. Running away will only prolong our assignment, it won’t replace it with something less difficult.

The next time you face a challenging leadership task perhaps the best strategy is to run toward it instead of looking for excuses to head in the opposite direction.

A Failure to Perform

When was the last time you admitted a mistake as a leader? A lack of accountability is perhaps the most devious of leadership obstacles these days. When leaders fail to perform without any consequences it corrupts the entire organization. Subordinates may be deprived of their own opportunities for advancement or proper recognition. Worst of all, the leader who probably already knows his or her inadequacies, is never really confronted about their behavior and encouraged to make changes.

There are literally dozens of ideas about what makes an effective leader. None of them will really make much difference if the leader fails to apply these principles to their own situation. That’s where accountability plays an important role. Being self-aware is useful when a leader recognizes how their behaviors and tendencies affect their relationships with others, particularly their subordinates. Yet far too many leaders simply don’t make that connection on a daily basis.

The easiest way to spot a lack of leadership accountability is to notice how the leader frames issues and problems. Leaders who regularly blame others often have an accountability problem. So do those leaders who surround themselves with subordinates who fail to confront their poor behavior and bad judgments. One only needs to look at our current political climate to see evidence of this lack of accountability.

In my work with leaders, accountability is a frequent topic of discussion. I encourage my clients to speak the truth in loving and helpful ways. I implore them to accept responsibility for their actions, especially when they make a mistake. They are also encouraged to share the spotlight when success is achieved by members of their team.

Too many of today’s leaders are enamored with self-image and driven by ego. They have no problem pointing the finger at others when things are going badly and are quick to cover up their own mistakes. None of these actions contributes to solving the real problems we face in our country, businesses, and communities.

Aspiring to perfection, or failing to confront underperforming subordinates, won’t serve me well as a leader. I expect to make mistakes and know that my direct reports and colleagues will surely do the same. What I hope to realize in these situations is how important being accountable really is. My failure to perform can be a transformative moment if I focus on telling the truth and expect others to do the same. If each of us modeled similar behavior perhaps we could break the cycle of mediocre leadership that has prevented us from confronting the biggest issues of our time.

Why Good Is Good Enough

As a recovering workaholic there is one problem that has consistently plagued me on the journey...I like things to be right. Well, actually that isn’t quite true. I like things to be perfect. Now you know why I tend to work longer and harder than necessary on projects. My need for perfection can border on an obsession, and I must continually remind myself that what I am doing is probably just fine.

I suppose the core of this problem can be traced back to fear - fear of losing control, fear of not being appreciated, fear of failure. It’s amazing how compelling the emotion of fear can be! What I consider excellent, when skewed by fear’s unrealistic expectations, often far exceeds the necessary standards set by others. Somehow that doesn’t seem to matter, as my way of thinking is so entwined with self-image it is difficult to remain objective.

Ironically, in my executive coaching role, I often encounter others who share my workaholic tendencies. Somehow it seems easier to dispense wisdom about how to deal with these problems when you aren’t the one being held accountable to change. Advising someone else to accept that “good is good enough” has a different ring when the words don’t apply to me.

My brain doesn’t seem to struggle with the notion that tying self-worth to my work is a losing proposition. The logic is solid and the facts are supported by evidence. It’s the “heart connection” that gets me in trouble. Allowing myself to feel loved and accepted by others, without a connection to what I may have done to deserve all this, is where I face the biggest challenge. I’m pretty sure this isn’t just my problem.

Being competitive and detail-oriented also contribute to my workaholic tendencies. Doing it bigger or better is always a real temptation. I’m constantly reminding myself that spending more time on something won’t necessarily improve the outcome. Finishing first, or receiving recognition for the accomplishment, isn’t a lasting legacy either.

When the lure of perfection has its way, the outcome is usually disappointment. That’s because the standards we set for ourselves always tend to be higher than how the world is ultimately judging us. Learning to live with “good enough” isn’t an excuse for poor performance, it may be the only reminder you will receive that prevents you from complete burnout.