When I was in fifth grade, I attended summer school for reading and can still remember the feeling of embarrassment. I am not sure if that summer shame led me into teaching, but I do know that it ignited my love of reading. On this Saturday morning, I cracked open Patrick Lencioni’s new book, “The Motive” and cannot imagine a better way to spend a few hours. Little did I know, the timing was just right.
The book asks the question, “What is your motive for being a leader?’ Many of us think it is the natural progression to a career, but it is not the right choice for everyone. My wrong motive example is a leader from my past, who said, “My job is not to do any work, just make sure it gets done.” He was frequently MIA, and outside of bi-weekly video calls, we never heard from him. My right motive example is the talented young woman currently serving as interim VP of an organization. She could apply and most likely receive the promotion for the full-time position, but when approached, she shared that she enjoyed her current role and had no desire to be saddled with the responsibilities required for the job. I have the utmost respect for people who know how to set boundaries.
The book brings the real responsibilities of leadership into the light. The morning after winning the election for a seat on town council, the owner of a local business gave me some advice. “Focus on getting one thing done during your term. Too many people try to do many things and end up not doing anything. Most importantly, never believe your own press”. While the leader accepts the accolades and awards, it is also the leader who initiates the difficult and uncomfortable conversations. “I don’t have time for this” is not an option if you are a leader for the right reason.
I have worked with leaders who have mastered the art of empowerment through delegation resulting in a strong foundation required for organizational growth. Contrast this with leaders who jump in with, “I will do it,” promoting distrust and diminishing respect. A CRO once told me not to volunteer too often, sit quietly, and wait. What I thought was helpful was perceived as tactical versus strategic. Fortunately, I was smart to listen and humble enough to hear him.
Thank you, Patrick, for once again delivering the message when I needed to hear it.
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