Leadership and Folk Wisdom
The literature on leadership is distinctive in two respects—its volume, and its level of generality. Maybe it’s just me, but I tend to glaze over when I can’t figure out if the subject being discussed is a verb or a noun.
So it’s interesting when you run across a piece on leadership that is clear in its point of view. Even moreso when it blends two normally disparate realms—say, Harvard Business Review and, for lack of a better term, folk wisdom.
The February, 2007 issue of HBR contains “Discovering Your Authentic Leadership,” by Bill George, Peter Sims, Andrew McLean and Diana Mayer. Bill George is former CEO of Medtronic, now at HBS, and author of Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. All authors are now academics.
The juxtapositions are mine, but I like to think you’ll think to like them.
You do not have to be born with specific characteristics or traits of a leader. Leadership emerges from your life story. HBR
When the 75 members of Stanford Graduate School of Business’s Advisory Council were asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: self-awareness. HBR
People trust you when you are genuine and authentic, not a replica of someone else. HBR
Discovering your authentic leadership requires a commitment to developing yourself. HBR
Being authentic means maintaining a sense of self no matter where you are. HBR
Authentic leaders realize that they have to be willing to listen to feedback—especially the kind they don’t want to hear. HBR
Authentic leaders are constantly aware of the importance of staying grounded. HBR
If you’ve got one foot in yesterday, and another in tomorrow, you’re well positioned to piss on today. FW
About playing music—if it’s not play, stop. If it’s not music, stop. Don’t practice scales, play music. Don’t work at it, choose it. FW
[authentic leaders]…see themselves not as passive observers of their lives but rather as individuals who can develop self-awareness from their experiences. HBR
Superior results over a sustained period of time is the ultimate mark of an authentic leader. HBR