Why don’t my employees respond to my leadership? Why don’t their values align with the organization’s values? How do I get my organization to perform at the level I know they’re capable?
Those are questions asked often by leaders in every industry and field. Everyone has walked into an office or production floor where morale was low and productivity was lower. Places where pretty, motivational posters on the wall are a source of quiet ridicule rather than inspiration. Places where everyone wears the company logo, but no one embodies the company values. In organizations like that, the most dangerous place is being between the employees and the door at the end of the day.
Powerless managers blame the employees, the generational differences, the economy, or a host of popular excuses, when the real problem is likely the leader himself. The truth is that external visuals and artifacts inspire people only when leaders inspire people. Only leaders who understand the relationship between them and their team, and then step up and lead, will ever be able to produce high performance in their organizations.
Leadership is the Foundation of Performance
There’s an old adage that to build something that lasts, you must start with a solid foundation. I believe the foundation of any excellent organization is an excellent leader or leadership team. Leaders rarely lead teams where they’re the only leaders on the team. A football team has an offensive and defensive captain. Military units and large organizations are often organized into hierarchies with leaders at each level. Even small teams have leaders for various parts of the job: this one is in charge of assembly, or that one is in charge of transportation, and so on. I have been lucky to be given leadership opportunities at an early age. Even from those earliest leadership opportunities, I was leading others who had leadership roles of their own beside me and subordinate to me. In Scouts, there was a hierarchy and defined roles among the boys in my patrol. On sports teams and in business there were other team captains and assistant managers. In the military, there have been peer leaders and as I got promoted, subordinate commanders. Leading those people is what leadership is about.
Even though I’ve developed my leadership principles primarily in military and sports environments, I can assure you that Leading Leaders principles are universal and can be applied to industry, non-profit, and government. Why? Because good leadership is fundamentally about human interaction, inspiring people to get a job done or overcome obstacles: from combat to craft fairs. Leadership is not a formula or process. There is no product to buy, shirt to wear, or pill to take that can substitute for good leadership, and good leadership requires strength of character from the leader.
Mickey is an expert in leadership and organizational change. During his 30 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with