Lead, Follow or Get out of the Way

We all have heard the saying, “Lead, follow or get out of the way.” I have done all three, up and down the line, civilian and military, on land and at sea. One overall notion I have learned along the way is that leadership, when it is not tremendously fun and rewarding, can be tough and thankless, and often lonely.

Along with that notion, I hope the biggest takeaway I leave with you is that the batting average of even the greatest leader, historical and otherwise, is so-so at best. So as you develop further in leadership, don’t dwell on your stats, just strive to be a better leader today than you were yesterday. If you do that, then you have done well.

A few other thoughts from a developing leader:

First thought – Leading is a learned trait that comes from a lifetime of observing others, complemented by academic opportunities. Take advantage of both, and the earlier the better. To this day, I base my leadership choices principally on those fundamentals learned earlier in life.

Second thought – All leaders have both great moments, as well as times when they do an absolutely remarkable job of stubbing their toes. I learned this in the Navy from 30 years of participating in formal annual leadership training sessions. One year, our class studied the results of an utterly exceptional leader during the first half of the day. After lunch, we studied a less-than-great performance – disastrous, actually – played out in different moments in time. Amazingly, both sessions involved the same high-ranking naval officer. Leadership events almost never involve the same variables or the same risk, and most definitely don’t follow the textbook. Sometimes you do well and cement your place in history, and other times your performance gets plugged into the after-lunch study slot.

Third thought – Once we have tasted leadership, we often enjoy leading much more than following. Frankly, it is often tough to sit and participate as a follower, particularly when you are recognized and paid as a leader of others. None of us are capable of being the dynamic leader all of the time. So when you’re just one of the common folks, sit back and take in the skills of that dynamic leader – it will be time well spent. Lead, follow or get out of the way.

Fourth thought – When you actually arrive at being that effective and great leader, it is probably an afterthought. I can’t put my finger on when I was considered the lead guy, as I just sort of eased into a position of leadership. A funny thing happened on becoming a leader, though. I found that when I finally reached the top, I had really transformed into a seasoned mentor. Somehow, I woke up and was viewed as the guy who knows and shows others the true path.

Final thought – There is no true path. Leadership is variable, matching circumstances and situations. You need to trust your training and experience, particularly when results far exceed your expectations, but even more so when you royally screw up. It is all good. The world desperately needs leaders and mentors – good ones, and better ones. The real payoff of being a good leader-mentor is that moment when you look down and realize that a person working for you, someone who calls you “boss,” has just made a better leadership decision than you ever could.
 

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This Month's Guest Writer

John M. Kennedy
President, CEO and Chairman
Greenfield Banking Company