May 6, 2024
Professional Journey
As I said in a previous post, being a strong leader is essential to succeed in any industry. However, leadership is a nuanced subject, making it difficult to define. Throughout several posts, I plan to explore various definitions to help us understand everything leadership entails.
William H. McRaven, a retired Admiral in the U.S. Navy, provides a definition in his book, The Wisdom of the Bullfrog. According to McRaven, “In its simplest form, leadership is ‘accomplishing a task with the people and resources you have while maintaining the integrity of your institution.’” He explains that “Leadership is not just about getting the job done. It is also maintaining or advancing the reputation of your institution.” As we might expect from an admiral, his approach to leadership emphasizes mission and loyalty.
The boat will be carried to and fro wherever the winds blow if there is no rudder. So goes a leader without a mission. Every day will be a different plan. The changing direction will be ceaseless. To continue this metaphor, the crew will be confused and frustrated and eventually become apathetic. Mission, therefore, is a critical responsibility of leadership. This does not mean every leader is in a position to set the mission. More often than not, as leaders, we find ourselves steering the ship toward a mission set by someone else, agreeing to lead a team toward that end. As a result, we have a responsibility to be true to that mission.
This brings us to loyalty, “maintaining the integrity of your institution.” In our current climate, loyalty to an institution can be controversial. We live in a world filled with stories of corporate greed and corruption at every level, so I totally get the hesitation. But stay with me while I explain.
When you manage a team within a company, you are neutral. A manager is an extension of the brand. This means you are loyal to the vision of the organization. I don’t mean a blind loyalty. A manager should be able to voice disagreements or concerns behind closed doors. A good leader will not voice disagreements with his superiors in front of or with team members. Communication to the team should be a unified message.
Let me give you a practical example. When a new policy is put into place, or a change is rolled out, especially one that will not be highly favored, it is the manager’s job to communicate these things to their team in a way that maintains the integrity or spirit of the message. The slightest variation in language can change the entire mood. If the manager says, “Corporate said we have to do x,y,z,” a divisive anti-corporate sentiment will sweep through the office. Instead, as an agent of the brand, the manager is obligated to say, “We have a new roll-out, so let's get behind it.”
Again, this does not mean leaders cannot bring concerns to their superiors. A good company will have a conduit for such conversations. It means that a manager is responsible for advancing the company’s mission. As a caveat, if you find yourself in a place where you can no longer get in line with this mission, then by all means, voice concerns. If nothing changes, you should look for a different place to get on board. You shouldn’t stay in a job where you can’t embrace the direction. You aren’t going to agree with everything all the time, but you should agree most of the time. When you can no longer do that, you need to be honest and find a better fit elsewhere.
