We were enjoying dinner with one of our dear residents when she mentioned that her son, a psychologist, was working for corporations as a consultant. His job is to write manuals for staff improvement in attitude and performance. That night, I woke up repeatedly, mulling the concept of “a manual,” and decided to write this.
The subject of LEADERSHIP is mine; I own it. I have been blessed as a good student and observer and have had significant life experiences with my staff that, over 27 years, numbered about 1000 people. This was followed by 35 years of working with leaders and their power.
Every leader is their own unique case. There is no cooky cutter manufacturing of leaders. Each is different, and they feel and act out their leadership powers in subtle and unique ways. I was quick to learn this, and by getting to know the leader as the unique person they were, each became its case and body of notes. Bear in mind that I was also learning about myself. What a wonderful gift they each were to me.
In my opinion, a manual on leadership might only be a good start. Leadership is all about relationships, not rules or guidelines. Authentic and mutual relationships include respect and regard on a continuing basis. Hence, a few hours spent in a workshop or a meeting with a mentor teaching “how to be a better and more productive employee” is a waste of time and money. It is why I constantly emphasize what I learned in my 35 years of hands-on work with groups in my essays. Only the leader holds the solutions to the problems with those they are responsible for. In my view, this is a fact, not a theory.
Only the leader can create a level playing field, nurturing and empowering those individuals they are responsible for to grow to their potential as the unique beings they are.
Every human organization depends on communication. Yet those built on rigid top-down hierarchies typically suffer from the lack of face-to-face dialogue. If so, honest relationships are impossible. In no way can this make for an efficient and creative operation. From my experience, I can assure you it does not. And yet, this is true of most organizations.
In top-down structures like these, whether corporate or familial, how can children, subordinates, and followers communicate effectively with the powers above? Not well, if at all.
Communication—Necessary with humans—But never easy
Sy
