Issue 88 - Transformational Leadership
The Merriam-Webster dictionary defines the word “transform” this way:
“to change in structure, appearance or character.”
That’s what I have dedicated the past eighteen years of my professional life to doing. Changing, in a positive way, the structure, appearance and character of the leadership and service we offer others — our followers (employees) and our customers (internal and external.) I don’t mean to imply that every leader or service professional needs to be changed in some drastic manner. However, I have always believed that, as it relates to leadership and service professionalism, we never fully “arrive.” There is, and always will be, room for improvement in all of us. My job is to support that improvement by identifying specific “changes in structure, appearance and character” that might make each of us better leaders and service professionals.
Think of it this way. Over time, various barriers may crop up that stand in the way of us leading and serving others as effectively as we might. Often, these barriers were not constructed intentionally. Instead, they have a tendency to gradually sprout and take root in the same way an untended garden will sprout weeds and unwanted grasses. When left untended, these weeds and grasses eventually choke out the crop we had set out to grow.
“Changing the appearance” is equally important to evaluating and changing
the structure of leadership and service professionalism. For example, let’s assume the “structure” of our organization (department, division) is found to be fine…but the perception of our followers and customers indicates otherwise. It’s been said many times, perception becomes your reality. Therefore, we must consciously and intentionally work to transform or change the appearance — the perception — of those we wish to lead and serve. People choose to believe what they see and what they hear. As leaders, we must be sure they are seeing, hearing and ultimately perceiving what is consistent with our leadership and service intent.
Those of you who have been long time readers of my newsletter know that I have written extensively about situations and circumstances that require leadership and service attention to “structure and appearance” issues. But, by my own admission, the lion’s share of my attention has been focused on the third aspect of the definition of transformation: “changing the character” of leadership and service professionalism.
It is my personal opinion that nothing is more critical to leadership and service excellence than building and maintaining a rock solid, unshakeable personal character and reputation. Legacies, fortunes and organizations are built on the foundation of good character. We all will be known or something. What would be better to be known for than a good character?
In the Old Testament’s recounting of the life and experiences of the biblical leader and servant, Daniel, we get a perfect example of the benefit of character. Daniel was elevated to a position as one of three “presidents” who ruled over an additional 120 “princes.” In an organizational chart, this position of “president” was a second-tier leadership position that reported directly to the king. What’s more, a promotion appeared to be in the works for Daniel. Chapter 6, verse 3 of the Book of Daniel tells us: “Then this Daniel was preferred above the presidents and princes because an excellent spirit was in him; and the king thought to set him over the whole realm.”*
On the surface, the future looked bright for Daniel. But as you might imagine, there were 122 people (the other 2 presidents and 120 princes) who weren’t crazy about Daniel’s impending promotion. With it, they saw their own professional standing being diminished. Therefore, in the cutthroat fashion too often found in organizations today, they set out to discredit Daniel and to sabotage his impending promotion. Their plan was to make themselves look better by making Daniel look bad. There was only one problem. Daniel’s character stood in the way. Chapter 6, verse 4: “Then the presidents and princes sought to find occasion against Daniel concerning the kingdom; but they could find none occasion nore fault; forasmuch as he was faithful, neither was there any error or fault found in him.”*
How would you like that to be your professional legacy? It is what every true and aspiring leader or service professional should work toward. It’s true that none of us will ever be the “perfect” leader or service professional. It’s also true that there are never-ending opportunities for each of us to transform ourselves again and again as we strive to have no “error or fault” found in us. Since 1988, my professional commitment has been to help make that professional, “transformational” journey a little easier for each of you. And
there is still work to do.
Thanks, Rob for allowing me to clarify my purpose for all my readers.
