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| Washington crossing the Delaware, 1851 Image courtesy of The Metropolitan Museum of Art |
Back in
the 1700's the worlds greatest leader of his time stood amongst his followers
as a brave, tough and organised leader. This leadership quality not only
brought to an end years of turmoil and unsettlement but fittingly ensued the
beginnings of a cohesive nation and global spread.
George
Washington on the battlefield didn't make all the right decisions -- he is
often recorded as "exposing his flanks and failing to reconnoiter the
ground". Despite these tactical errors Washington maintain his strategic
and big picture approach. He was charismatic, and provided moral strength (and a knack for shared vision) ultimately
guiding the United States into the beginnings as a world superpower.
It was
this moral strength, an unwillingness to succumb to dictatorship power, and the
selection of intelligent, bright mentors and staff to provide the backbone to
his strategic decision making which allowed him to become a leader of strength and action.
And
whilst George Washington is seen as a great leader, 200 hundred years later
Captain Edward Smith of the Titanic is not. Ensuing studies and missives into
the actions (or lack of) not just in the preceding hours before the Titanic
collided with the infamous iceberg but more importantly after the time of
collision the ship lacked leadership. Whilst the captain and his crew believed
in the technology of the unsinkable ship as a surety for safety, no one
factored in the people. Without the clarity of the situation (the ship is
sinking), the unity (the crew working together) and the agility (people are
mobilized to act -- get off the ship) the actions of Smith simply and clearly
failed.
Bringing
these leadership qualities back to our world, what does this really mean for us
as managers, social enterprise practitioners and not-for-profit advisors?
Leadership
in business -- with social purpose or not -- means the creation of teams which
are diverse. These teams of people are more likely to adapt to new
opportunities, form partnerships, and see customers and competitors as
strategic alliances. And this diversity embraces change as a success of new
ideas and a new way of doing business.
Teams and
individuals are inspired towards a common purpose supporting peers and the
community (business). Teams are strategic in their thinking with the leadership
setting the perimeters and the skills for decision making.
And great
leaders view work and that environment as enjoyable, important and a place to
be happy. They allow their teams to input and work towards the strategic directions of the organisation adding a valuable critique along the way.
What kind of leader are you -- do you have clarity about the organisational direction and strategic approach, unity with your teams, and the agility to move your team along the path and into the light of success?
Jessica @ Social Traders
