How Leadership Begins in the Family

Often, leadership development seems to begin and end in the corporate environment. How do we take the lessons learned during corporate training to environments beyond the company, and on the other hand how do we bring leadership lessons from the outside world into the company? Excellent leadership training will actually make the environments inside and outside the work-place seamless. The focus of good leadership development should be to make leadership an everyday habit.
In this context, the key thing to recognize is that our families are both sources of leadership lessons, and also sites in which to practice leadership. For a child, a parent is a role model and leadership qualities displayed by the parent become lessons for the child. Remember Harper Lee’s characterization of Atticus Finch in To Kill a Mocking Bird?




As parents we are leaders to our children, and the family becomes a laboratory in which we try to teach leadership and learn from the feedback. Listen to this 5-minute extract from Sidney Poitier’s speech at Guilford College, NC in 2003. It is a superb illustration of how our leadership abilities develop within the family and why we need to show leadership qualities in the family. The scene begins with Poitier as a 15-year old kid having been arrested for stealing and roasting corn in a cornfield. Listen:

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Sidney Poitier on Leadership Lessons in the Family


The full speech can be found here

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Great Leaders Have Great Causes: What is Yours?

A cause is the raison d’etre of leadership–it answers the question, “Why do we need a leader, why this leader?”
Great leaders are associated with particular causes on which they focus fully. The resolution of that cause becomes an all-consuming goal for them and their followers. The more humanistic the cause, the broader its appeal. In a way, the cause itself ultimately defines the leader.
George Washington and the other founding fathers of America made their cause the liberation of America from the colonial grip of Britain.
Abraham Lincoln, after a frustrating first year in office, found a twofold-cause: the abolition of slavery through the Emancipation Proclamation, and the simultaneous cause of holding the Union together through the Civil War.
Mahatma Gandhi made it his cause to liberate India from the ravages of English colonialism through non-violent means.
Nelson Mandela’s cause was getting rid of apartheid.
Martin Luther King’s struggle was against racism and the Jim Crow South.
This brings us to the question: What is Barack Obama’s cause? The sooner he finds it and declares it, the better it is for him and for all of us.
But the most important question is one that each of us has to ask of ourselves: What is my cause?

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Scott Brown & the Massachusetts Election: Leadership Lessons for Obama

Scott Brown’s victory in the Massachusetts elections may have put health care reform in jeopardy, but it holds some important leadership lessons for President Obama.

  1. Despite Barack Obama being a great communicator, he is demonstrating a tremendous lack of communicative leadership intelligence. On the presidential campaign, his speeches inspired hope in large audiences across America, and during the televised debates, his cool unflappable delivery inspired confidence in viewers. However, during the first year of his presidency, his communication has not shown a key characteristic of leaders–adaptability. The cool tone is not cool when bailed-out banks pay out out fat bonuses to their employees from tax payers’ money. Obama needs to channel the public’s outrage in an angry voice.
    The ease with which he chooses to compromise on campaign promises on grounds on “pragmatism” with the Republicans in Congress–especially when they won’t yield an inch–is again seen by the American public as a weakness in leadership–not being firm when one needs to.

  2. Obama’s first year has made him seem to have lost his path in the wilderness left behind by the previous administration. What does Obama want to do specifically? Healthcare? Economy? Afghanistan? GITMO? Climate Change? This is a case of a leader trying to do too many things and doing only a bit of each. Nancy Koehn writes in The Washington Post that Abraham Lincoln’s problems as he entered the second year of his presidency in 1862, were far greater than Obama’s today. But Lincoln found his backbone in the first 6 months of 1862. The question is whether Obama will find his backbone and focus in 2010.
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Donate to Help Haiti Earthquake Victims

As the work week begins in the USA after the Martin Luther King holiday weekend, I urge you to make a donation to the victims of the earthquake in Haiti. Stories of true leadership emerge everyday from amidst the ruins and the disorder, but the need of the hour is our help.
Donate through UNICEF:

Help Victims of Earthquake in Haiti through UNICEF.

Or through the American Red Cross:

Donate through Red Cross to help Earthquake Victims in Haiti.

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Visual and Verbal Branding of Leadership: Gandhi & Martin Luther King

Leaders–whether unconsciously or self-consciously–become associated with brands. In fact, it is more right to say, they become brands themselves. Watch the video below of Dr. King’s “I have a Dream” speech. Notice the headgear of all the people around MLK. They’re called “Gandhi caps” after Mahatma Gandhi, who started to wear the cloth cap–a traditional headgear in rural India–to express a political view. The Gandhi cap became symbolic of non-violent resistance all over the world. Gandhi embraced visual branding strongly–through his loin cloth, his round eye glasses, and of course, his long walking stick. After all, he went to meet the King and Queen of England dressed in the same fashion.

To quote from the Nov 16, 1931 issue of Time:

The same frayed sandals that carried St. Gandhi on his illegal salt march through India 19 months ago carried him last week up the crimson-carpeted stair of Buckingham Palace. Flunkies in scarlet & gold bowed the small, unrepentant lawbreaker into the Picture Gallery. There at the head of the receiving line stood George V in striped trousers and morning coat, Queen Mary in a shimmering silver tea gown and Edward of Wales (who had flown down especially from Liverpool) dressed like his father. The Lord Chamberlain, the Earl of Cromer, advanced through a horde of 500 tea guests, some of them Maharajas wearing pearls as big as butterballs.

MLK, on the other hand, developed his brand through rhetoric–like the “I have a dream” speech below.



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To Lead, Be, Just Be

Every leader should aim–like Jonathan Livingston Seagull–to be, just be, whatever she or he wants to be. The rest will follow.

Lost
On a painted sky
Where the clouds are hung
For the poet’s eye
You may find him
If you may find him

There
On a distant shore
By the wings of dreams
Through an open door
You may know him
If you may

Be
As a page that aches for a word
Which speaks on a theme that is timeless
While the Sun God will make for your day
Sing
As a song in search of a voice that is silent
And the one God will make for your way



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Pay What-You-Value-And-Can (WYVACan) and Seth Godin & Lemonade Stands

Seth Godin has a post on two approaches to selling lemonade. The girl running the second lemonade stand mirrors Vivekin Group’s Pay WYVACan pricing policy. Through Pay WYVACan, Pay What-You-Value-And-Can, Vivekin Group, applies this approach– for the first time perhaps– in the context of making leadership an everyday habit through its framework of leadership intelligences.

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An Example of Communicative Leadership Intelligence

Leila Chirayath Janah, Founder & CEO of Samasource provides an excellent illustration of communicative leadership intelligence in action.

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Leadership requires a child-like questioning ability

We often forget to ask fundamental questions, especially, “Why?” and “Why not?” Children have that ability to ask the most searching, “Why?” and “Why not?” questions, and all without an element of prejudice. We seem to lose it as we grow up–society (which includes ourselves) teaches us to stop asking such questions. Instead, we make assumptions, we develop stereotypes, and when it comes to using our analytical leadership intelligence, since we think we already know, we neglect to ask the fundamental questions.

Here’s an exercise:

I was reading a book with my six-year old daughter. The book’s called Fire on Toytown Hill and is written by Jenny Giles. A fire truck finds it cannot put out the fire on a hillside and radios a helicopter for assistance. The helicopter arrives and puts out the fire with a barrel of water.
Here are two pictures from that book–the first one shows the helicopter arriving and the second one shows it pouring the water. Before I tell you the question my daughter asked, I’d like you to look at the two pictures and think of some fundamental “Why?” or “How? questions.


Toytown Hill on Fire

Toytown Hill fire being put out

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President Obama: Speech on intelligence failures

Barack Obama is always fascinating when it comes to leadership intelligences. Yesterday’s speech, was a succinct demonstration of communicative leadership intelligence.
Watch:




In an appropriately stern voice, Obama declared, “… our intelligence community failed to connect those dots, which would have placed the suspect on the no-fly list. In other words, this was not a failure to collect intelligence, it was a failure to integrate and understand the intelligence that we already had.” He went on to say, that this situation was “not acceptable.”

In its editorial wisdom, the Washington Post says, “What was missing from yesterday’s assessment, and what Mr. Obama promised would be quickly forthcoming, was a treatment plan.”

In my opinion, Obama’s speech would have failed if it had laid out a “treatment plan.” Given that the purpose of the speech was to use communicative intelligence to solve a problem–”Obama’s administration goofed up in anti-terrorism efforts”–it had to demonstrate candor and the President’ authority to call relevant parts of his administration to task. And that it definitely did.

A spelling out of policy would have led to this becoming an exercise in analysis and full of operational details. A speech of the kind the Washington Post call for, would have at this point achieved far less than the speech Obama gave.

What do you think? Did Obama succeed in being a leader in this speech?

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