There’s a new kind of leadership needed. One that rests on the willingness of people to follow, instead of the strength of authority. One that commands respect and reflection instead of blind obedience. One that works for all people involved: those who follow, those who are affected by the actions of the group, those that observe it. I have written a lot about these issues in past posts, but this time I want to take a structured approach by touching on each of the three main concepts in my Aspirations Theory and how they relate to leadership. So, starting with this post I will be exploring how to lead in a way that brings out each of the aspirations. A six part series with two posts on each aspiration should spark a good conversation! The first one will be my reflections on the subject and the second on a few action steps to start moving in that direction. Let’s get started with transcendence this week…I can’t wait to read your comments!
We all truly want to leave something behind when we are gone. Transcending this existence is a human drive that is at the very heart of the creation of great works of art, feats of engineering, systems and proceses that make work easier or more effective. Great leaders know this. They understand the connection between what they are doing now and what will come to pass long after they are gone. Though nobody, by definition, gets to experience the extent to which her work transcends, it makes for a very different kind of leader. One who is focused not only on the immediate results, but on the lasting effect of his own actions and those of his followers.
Sadly, with the overly focused slant on productivity that we inherited from the industrial era and the financial pressures of today, many leaders in organizations, government and communities have forgotten to seek transcendence in their everyday actions. They have grown weary of thinking into the future for fear of losing out in the present. And our way of life, our livelihoods and, quite candidly, the meaningfulness of our productivity have suffered. So much so, that we are living an unsustainable lifestyle that will create nothing but a legacy of dire consequences left for future generations to take care of.
The first way of transcending for any leader is leaving an inspiring mark in the people that have chosen to follow! A seed that will be nurtured by their passion and commitment to a shared purpose. A drive that will lead them to become, in turn, leaders of themselves and others. Leaders of the same brand, that will transcend the time together and leave the seed for others to nurture and grow into future generations.
A leader should always be asking herself: What am I creating for the future? What shall I leave behind? If the only questions she has are about the present and the bottom line, she is missing the point of leadership altogether. And there is no worse let down than finally understanding that your whole struggle was in vain and that the results of last quarter have not been enough to make a difference. So how can a leader strike a balance between present and future? How can a vision be kept alive and shared enough to create a lasting legacy? Those are the issues we will discuss in the next post. And I hope your comments here will feed into it. So what do you say? How can you lead for transcendence?
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I am thrilled you are doing this series – have been looking forward to hearing more about Aspirations Theory for some time now!
Here are a few thoughts your post provoked…
One of the barriers to leaders in organizations seeking transcendence today are the ways we measure success. We are driven to achieve short term targets which perpetuates the focus on productivity. What do you think we would need to start measuring (that would be valued in the marketplace)to shift the focus?
Another carry over from the industrial age is that people became “cogs in the wheel” and in the process we created this artificial separation between work and life – like our humanity was somehow at odds with productivity. So while transcendence may be valued individually, it does not seem to be valued by most organizations. That also seems to be changing. One morsel of evidence is that in leadership development courses leaders are asked to think about the kinds of questions you are asking, but it does not seem like the average employee in most organizations is actively engaged in these kinds of conversations. What might be possible if they were?
Hi, Just wanted to comment your post and Susan’s reply. Love your post BTW, Thanks!. I was just writing on my facebook professional page this morning about purpose, which for me is so closely linked with legacy. BTW – I love that word and so undervalued in our society – as you are pointing out. I believe that the new generation of leader’s need to be able to transcend their own ego (the false self) in leadership. When a leader does this they are leading from a higher state of consciousness and spontaneously begin to ask the kind of questions you are talking about. Our ego on the other hand is unable to do this. It is rooted in fear and becasue of this survival is foremost in its mind – hence I belive the rampant short-termism we see so frequently in our bsuinesses. Many people are talking about a ‘new’ way of leading which encompasses; purpose, engagment, sustainability and empowerment (some of the things i think we need to place more emphasis on measuring) but the question I hear from my clients is: ‘How do I get there?’ It’s a good question and in my expereince there is no quick fix but it is possible. For me this is the leadership challenge – moving from ‘ego-full’ toward an ever more ‘ego-less’ way of leading.
Sarah
We do need to keep asking the questions, Susan, of ourselves and others until it becomes more commonplace! I believe the issue of measuring success is a problem both at the personal level and the organizational. Success should be present in the future and also sustainable. You should get points for building solid frameworks for the future. There is no sustainability possible without knowing what you want to do in the world, or without considering others in your view of success. Ever wider circles of others: co-workers, clients, community, society, humanity! I love the way you put it, Sarah, ego-less leading is a far cry from current corporate practices, but a much-needed alternative if we are to aim for sustainability. Thanks to both of you for your wonderful, thought-provoking additions to this post
I appreciate you!
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Wonderful post, Monica! I’ve bookmarked your site so that I can read your future posts on this subject. Your post brought a lot of thoughts to my mind, as I am entering my 17th year as an educator this fall.
In your post, you write: “So how can a leader strike a balance between present and future? How can a vision be kept alive and shared enough to create a lasting legacy? Those are the issues we will discuss in the next post.” As a classroom teacher, we learn/realize/accept early on that students won’t always understand or appreciate what they are learning from us – from the curriculum to the life lessons – until later in their lives. We understand that we are planting a seed and have to remain hopeful that the seed will grow into something more. We also accept that students don’t always return to share with their teachers what the teachers’ legacy has become.
I look forward to reading your thoughts… as well as the comments… on keeping the balance of present and future.
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This is so important. It comes down to the difference between efficiency and effectiveness. It’s what makes leadership an art. I know that sounds too simple. But it’s a lot more complex than many in leadership positions know. It’s the difference between putting up posters in the break room that talk about passion, and really living it, between telling people how and why they should so thus and so, replete with standard operating procedures for how to go about it, and joining with them in creating an environment and systems that inspire curiosity and creativity while “exploiting” (I mean that in a loving way) their basic desire to do good and right. You know? Thank you for posting this. I always value your insights. Peace,
Diane