"An essential factor in leadership is the ability to influence
and organize meaning." -- Learning to Lead, Warren Bennis and
Joan Goldsmith
In our organization and team development consulting at The
CLEMMER Group, we often bring groups of people together to get
their perspectives on strengths and weaknesses, improvement
opportunities, and the like. One morning I asked a group of very
quiet production and service people a series of these questions.
I was getting very few responses. This was going nowhere fast.
Finally one grizzled veteran sitting at the back of the room
with his arms folded said, "Jim, I think you're confusing us
with people who care."
Assuming we care (if not, we're in the wrong place), the
leadership challenge --even obligation - is to help others care.
In today's environment this is one of the toughest aspects of
leadership. Partially that's because of the wide spread
"Victimitis Virus" --hopelessness and powerlessness from the
poor-little-me-syndrome. Cynicism is also running wild as
popular cartoon strips (and associated books) show nothing but
the negative sides of organizational life and paint all managers
as bumbling idiots.
Whole cultures can become infected with a lack of meaning and
emptiness. Downsizing and lay-offs have also reduced loyalties
and commitment. If we can't help others become ever more
committed to the organization, we can help them increase their
commitment to the organization's cause. This involves aligning
the personal purpose and values of people with the team or
organization's deeper reason for being.
At The CLEMMER Group we try to express this essential leadership
element through this values statement; "We're here to make the
world a better place. Our overarching purpose is to make a
difference in each other's lives and in the lives of those we
serve. We maintain a healthy bottom line to provide financial
strength and stability, but money isn't our primary focus. We
know that if we serve our customers well and manage our business
effectively, profits will be our reward."
In his book, Going Deep: Exploring Spirituality in Life and
Leadership, psychologist, Ian Percy, outlines a very useful
change or development framework. The PIES model helps to chart
the depth of commitment to a personal, family, team, or
organization change. The depth of the commitment shows how
likely the change is to really make a lasting difference. The
first, and most superficial level is Political. At this level
appearances are everything. We make "politically correct" change
and try to show that we will "get with the program." The next
level of depth is Intellectual. How's where a good business case
or logical argument wins the day. Facts and analysis convince us
that the change makes sense. Both of these first two levels deal
with the head.
At the third level, Emotional, we're dealing with the heart. The
change feels right. We want to make it happen because it excites
us. The fourth, and deepest level, of commitment is Spiritual.
We make the change because it is in step with our deeper selves.
The direction of the family, team, or organization and its
underlying purpose touches our very soul. At this level, Ian
explains, "there is no gap and no separation between belief and
action. The gap has been filled by the very essence of who you
are. You and the object of your commitment have become one."
Queen bees give off a chemical substance that keeps the hive
together. It has been called "the spirit of the hive." Few of us
can sit around strictly as queen bees, although it is a tempting
thought. We need to be worker bees as well. It's a balance
issue. As we contribute our work to our team or organization, we
also need to contribute a deeper sense of meaning or purpose. If
we're going to be leaders, we need to take our selves and ours
to the Emotional and Spiritual levels. Regardless of our formal
role, we need to help build the spirit of the team or
organization. This leadership comes from our own center. I can
only contribute the spirit and meaning that I feel. I need to
lead with all my heart and soul.
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