The world was witness to a remarkable series of events today with the election of Cardinal Jorge Bergoglio to the head of the Roman Catholic Church as Pope Francis I.  Just two days ago, I reflected on leadership lessons culled from past popes, here.  I’d like to extend those remarks, focusing on the leadership notes that played out in my eyes in Francis I’s first moments as a world figure – in which he succeeded brilliantly, I believe, in matching word with deed (any leader’s most telling task).

Setting a Tone
Biographical reports on the new pope universally remark on his humble nature – regularly avoiding the trappings of his office as cardinal by taking public transportation to work, and living in his own apartment instead of the bishop’s palace.  This humility came through loud and clear in his first action – choosing to wear a simple, wood cross instead of an ornate, bejeweled one.  Most tellingly, before he gave his first blessing, he humbly asked for the crowd’s prayers and blessing on him, that he might be strengthened by those he will lead – servant leadership of the simplest but most powerful order.  (Wishing the crowd a “good night and a good sleep” in the manner one would speak to an old friend or family member was a simple and endearing moment of the same nature).

Drawing in Your Flock
Putting aside the worldly powers of the papacy, it is – in its essence – a spiritual role, meant to draw the faithful to God.  Rather than offering a sermon or theological statement, Francis I chose to lead the crowd of more than 100,000 in a cold, rain-swept, but buoyant St. Peter’s Square in the simplest but most important prayers in the faith, the Our Father and the Hail Mary – known to even the youngest Catholic children the world over.  In this one gesture, he symbolically connected the 1.2 billion members of his flock, creating a powerful moment of unity transcending nations, hemispheres, and any and all divisions.

The Symbolism of Names
Finally, in what was literally his first decision after accepting the papal office, he chose the name Francis I – in honor of the great saints, Francis of Assisi and Francis Xavier.  Francis Xavier was a great evangelizer, and Francis of Assisi was known for his deep humility, simplicity, and his passionate commitment to the poor.  Perhaps most importantly, Francis was called to “repair the church” that was then torn by scandal, corruption, and despair – not too different, unfortunately, from descriptors that have been frequently used regarding today’s state of church affairs.  By choosing this name, Pope Francis signaled that he understood exactly what he was elected to do – to love and serve the poor, to bring people to God, and to start to repair a broken Church.

The faithful dearly hope that this is exactly what this humble man from Argentina is able to do.  At the very least, it was a brilliant first day – matching word (humility, unity, and repair) to deed.  May we all, as leaders, always strive for the same.

Related articles

• Name symbolizes ‘poverty, humility’ (cnn.com)
• Pope Francis is known for simplicity and humility (newsinfo.inquirer.net)
• Pope Francis Chosen as 266th Pontiff (huffingtonpost.com)
• Commentary: what the election of Pope Francis means for the Church (telegraph.co.uk)
• Pope Francis is known for simplicity and humility (miamiherald.com)

John Paul II proclaimed, “Be not afraid.” Ronald Reagan spoke of “a city on a hill.” Both teamed up to stare down communism, backing strong words with resoluteness.

Having had the good fortune of studying in Rome as an undergrad, I recall with sweet fondness standing in the shadow of Bernini’s great colonnade many a time to see  Pope John Paul II bless the crowds from his window overlooking St. Peter’s square. Now, I wait with eagerness along with billions of Catholics and other interested observers worldwide to see the white smoke emerge and a new pope step out to greet the world.  As we wait, I have been reflecting on events from recent papacies that speak to leading organizations of all sizes.

The Unexpected

When the former Angelo Roncalli became Pope John 23^rd at the age of 77 in 1958, few expected the portly unknown cardinal to be anything more than a “caretaker,” keeping the papal seat warm for a few years and not doing much else.  No one foresaw the seismic shift he was soon to usher in with the simple but dramatic calling of the conference (known as Vatican II) which more than any other single event brought the Church into the modern age.

• Lesson: Sometimes one simple but profound, singular leadership decision can change everything – shaping and re-setting all prior agendas.

Bestriding the World Stage

If no one anticipated John 23^rd’s actions as pope, even fewer predicted Karol Wojtyla’s election as the first non-Italian pope in more than 450 years.  From the very first moment of his introduction in 1978, though, the then 58-year old Polish theologian, playwright, outdoorsman, and survivor of both Nazi and Soviet Communist oppression was equal to the moment.  Greeting a stunned world, he uttered three simple words: “Be not afraid.”  And then he spent the next 27 years backing up his words with actions, including:

… standing side by side with Ronald Reagan, Margaret Thatcher (and Lech Walesa) in staring down communism

… in his waning years, with his body failing from Parkinson’s and other ailments, persevering in his physical suffering to give hopeful example to a suffering world

• Lesson: Decisive words, backed up by consistent and persistent action, can move mountains.

Humility is Strength, not Weakness

It would seem unlikely, on a surface level, that a man who held the papal office for a mere 33 days would be much beloved and remembered decades later, much less have had a profound impact on a 2000-year old institution.  Yet, 66-year old Albino Luciani – Pope John Paul I –did just that.  Known as “The Smiling Pope,” he was the first to eschew many of the regal elements of the papacy, doing much to humanize the office in just a short time.  It was his simple manner and visible kindness and compassion that won over the faithful.  As Mother Theresa commented at the time, “He has been … a sunray of God’s love shining in the darkness of the world.”

• Lesson: We have a great need to feel that our leaders are, at heart, like us.  A common touch  – simplicity, humility, and goodness – shines through without a word needing to be spoken.

Believers, skeptics, and so many in-between will have their eyes trained on Rome over the coming days.  As we watch the drama unfold, let us look to lessons from the past to help us lead our own organizations – whether local or global –into the future.

Related articles

• Papal conclave to begin without any clear favourites – The Guardian (guardian.co.uk)
• Papal election: There will be smoke… (telegraph.co.uk)

Do your planning and prepare your fields before building your house.
Proverbs 24:27

I’ve recently been observing a business saga that I fear isn’t destined to end well.  Sam, a sales and product development director, is preparing to submit an exciting new product proposal to his company.  If accepted, it could transform a significant aspect of company operations and further enhance its industry-leading standing.  Unfortunately, I believe Sam’s proposal is likely to be rejected for, as ground-breaking as his concept is, he has failed to prepare the ground so that the project might be accepted, take root, and bloom.

The Good

Sam’s idea represents the culmination of years of blood, sweat, and tears to understand and serve the needs of his customers.  The concept addresses their needs in a way that gives both his customers and his company a platform for growth and collaboration, and it pushes the state of the art in their field forward by several steps.

The Bad

The success of the venture depends heavily on a partnership with another organization.  However, the leadership of Sam’s company has a very negative history with partnerships stretching back several decades.  This includes a recent disappointment with a once-promising but now under-performing major partnership – one that Sam also brought them and pushed hard for.

The Ugly

Sam has a very difficult history with Maury, one of the executives responsible for deciding the project’s fate. Between the two, there is considerable personal and professional animosity, with each suspicious of the other’s abilities and motives.  Sam’s proposal would force Maury to make substantial changes in how his department operates (his department being central to the new venture) and would require close, on-going coordination between Sam and Maury.

Moving Forward Before Bringing Others Along

Sam’s heart is deeply committed to his organization and his clients.  As with all of us, though, he is prone to putting the cart before the horse sometimes — leaping forward with enthusiasm before the ground has been plowed to permit his success. Here are three examples from this situation:

• Not getting out ahead of objections –While Sam has talked with the executive team as his concept developed, it has been more from a “wouldn’t this be exciting?” rah-rah perspective, rather than an “I know you have concerns – how can I help address them?” framework, feeling that the (to him “obvious”) merits of the project should outweigh any personal trepidations of the executives.
• Relying on rhetoric over preparation — Sam’s considerable rhetorical gifts give him ability to win over many an audience.  However, in this case, it seems unlikely that even the most inspiring rhetoric by itself can overcome such negative history without considerable advance “ground preparation” to increase management comfort with the proposal.
• Animosity over collaboration — Sam’s antipathy toward Maury has led him to avoid building any relationship bridges leading up to the proposal.  He hasn’t approached Maury and said anything like, “This project is too important for us to let personal feelings get in the way.  This can be a great thing for everyone involved.  Can’t we work together for the good of the company and the clients?”

In candid discussion, Sam acknowledges several weaknesses and blind spots that have kept him from having the conversations that would have better prepared the fields for him.  Our challenge as leaders is remembering to do the patient, unheralded, but vital yeoman’s work that is needed to prepare the ground for success.  Without it, much of our good work may go for naught; with it, a bountiful crop may bloom.

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(Disclosure: As a practicing Catholic, I have a deep affection for Pope Benedict.  However, people of any or no faith tradition should read on without trepidation, as this post focuses solely on leadership issues, not religion or dogma).

This morning’s announcement that Pope Benedict was resigning the papacy for health reasons absolutely stunned me, as it did the rest of the world.  Still taking in the impact of this historic event — something that hasn’t happened in 600 years — a few initial leadership lessons come to mind. While a pope has many roles (as a head of a Church, head of state, and world figure), in secular terms, each role can be reduced to one simple but powerful word: leader.  Here’s what I believe his resignation teaches.

• Some things don’t need outside counsel
  The fact that even his closest aides didn’t have a hint of his pending resignation indicates the depth of conviction that he felt about his decision.  “Unto thine own self be true,” we’re advised.  In this case, the truth was clear to him, and he acted decisively, with clarity of purpose and (I imagine) clarity of mind and heart.  When clarity is present so strongly, no outside deliberations are necessary to provide “cover” or comfort—clarity is the comfort.
• It’s not all about you
  By canon (church) law, the pope has the right to preside over the Church until his death.  As a world class theologian, no one would be more fully aware than this pope of the unprecedented nature of his resignation and how it might affect his place in history.  In this act, though, he has chosen to place the needs of the many — leadership of more than 1.2 billion faithful — over his personal, ego needs.In a statement, the pope said in order to govern “…both strength of mind and body are necessary, strength which in the last few months, has deteriorated in me to the extent that I have had to recognize my incapacity to adequately fulfill the ministry entrusted to me.” In doing so, he put the good of his organization — of a size and scope that requires active, day-to-day leadership, especially during these complex modern times — ahead of himself.
•  Set up the next guy for success
  Perhaps the most startling part of the announcement for me was the date of the resignation (two weeks from now).  As a colleague noted with great surprise, this has him stepping down in the middle of the holiest and most important season in the Church calendar (Lent) — setting up a most unusual Lenten Conclave of Cardinals to select his successor.Few would have blamed him for “hanging on” a month longer, so that he might have the satisfaction of leading one more season of Easter services. With this timing, though, the pope has guaranteed that his successor will greet the world at the most sacred and impactful of moments — the events of Holy Thursday, Good Friday, and Easter Sunday — thus launching the new pope forward to put his own stamp on his nascent papacy from the very first moment.

In organizations, major change can sometimes occur at unexpected moments—and with great change comes opportunities for (and insights into) leadership.  The impact of Pope Benedict’s decision will be assessed in the days, and months, and decades to come.  Today’s immediate lesson for me is the power that acts of humility can have on our organizations and ourselves.  If we know our own hearts, and look to the needs of others, we will lead through service, for the greatest good.

Related articles

• ‘Evidence of Benedict XVI’s deep humility’… (blogs.telegraph.co.uk)
• Pope Benedict XVI resigns – Telegraph (2012indyinfo.com)

A close colleague recently received a well-deserved promotion, and I am thrilled for her and her manager.  I believe that this sort of thing – “promotion” in the very best sense of the word – has the power to change careers … and lives.

Why Promotions Matter

It’s always nice to get a raise (more money) or a promotion (a loftier title and/or higher-level job responsibilities), of course.  But I find that when done thoughtfully and purposefully, it can be much more than a “nice to have” or a brief shot-in-the-arm for morale purposes.  In my friend’s case, the promotion:

• Showed her that she and her contributions were valued by the organization
• Gave her increased standing and confidence to interact with clients, colleagues, and vendors on a more equal footing as professional peers
• Changed her own thinking about what future steps her career might hold in store —what possibilities could become realities for her
• Increased her already strong appreciation for her manager, knowing that he had gone to bat for her when he didn’t have to
• And, in part that she’s not aware of yet, the promotion sets her up for other jobs (inside and outside the company) for which holding her new title/level is an unstated (but very real) requirement.

In the manager’s case, the promotion demonstrated:

• The type of leader he is and strives to be – someone who recognizes the good work of his team members in meaningful ways
• He is someone who promotes and advocates for (rather than is threatened by) his team members
• He is someone worthy of his team member’s trust.

A Counter-Example

Unfortunately, I’ve seen many managers who’ve taken the opposite tack – who are threatened by their employees’ success, or who are sadly unaware of their employees’ needs, and who place promotion and employee advocacy as one of the lowest of priorities.  As one example:

I once supported a senior manager who could never be persuaded that a hard-working analyst rightfully deserved a promotion from “Analyst I” to “Analyst II” (a very minor promotion in our compensation and title system at the time).  Her reasoning was, “If I give her that promotion, she’s just going to take the higher salary and stop producing.”  She was going to stop working hard because of a $2,000 raise and a title change from a “I” to a “II” – really?  Not surprisingly, when the promotion didn’t happen, the analyst kept doing good work … and two months later left for a company that seemed more likely to value and appreciate her efforts – costing us much more than $2,000 in lost productivity, to say the very least, in addition to the negative morale created when her colleagues saw that she was poorly treated.

How Promotions Change Lives

Well-deserved promotions change how people see themselves (as people and professionals), how they feel about their relationship with their boss and their company, and the confidence with which they take on new challenges in the future.  In many ways, a promotion says as much – if not more – about the company and the boss making the promotion as it does about the individual being promoted.  In the end, it says “We lift people up” – and that can never do anything but increase and empower all concerned.  Promotions: good for people … good for companies.

At a recent business dinner, the conversation was lively, the atmosphere cozy, and the mood light, as someone rose with glass in hand. “I’d like to offer a toast to Patty, for the terrific way that she has supported us this past year.”  Looking over the clinking of glasses and the round of warm congratulations sat an embarrassed but clearly gratified Patty.  This simple scene represented the culmination of a years-long journey to rebuild tattered relations between the groups present — and therein lies our story.

The Back Story

For more than a decade, relations between marketing and one of the lines of business had been frayed, sometimes to the breaking point—reflecting in large part the contentious relationship between the heads of both groups. Words like toxic, angry, skeptical, uncommunicative, antagonistic, and the like could be used to describe the tone between the groups at various points.  How did things move from this paralyzed state of affairs to the happy dinner scene above?  In a word, hard work—a series of steady, persistent actions over the course of years.

Lessons Learned

Several steps — some intentional, some happenstance — served to break the logjam and help move the relationship between the groups forward.

• Change in Players—The first key event was the departure of the marketing head (for reasons unrelated to this situation).  The hard feelings between the two heads had become so entrenched that no progress would have been likely without some change in the principals.
• Determination—When the new marketing leader assigned a different member of his team (Patty) to support the business line, she was aware of the past dysfunction and came into the role determined to turn things around.  She made it her mission to repair and restore the relationships.  Challenge accepted.
• Credibility—Patty’s approach wasn’t to make big promises or take a “touchy-feely” approach.  Rather, she determined that what she needed to do in each of her interactions with the business line was ask questions, fulfill their requests as expeditiously as possible (with as little “drama” as possible), and over time, begin to influence the direction of the work by inserting her ideas as they became more comfortable that she was meeting their needs and could be counted on.  It was, it turned out, an excellent plan.
• Moving from Order-Taker to Partner — The final step in the transformation of the relationship occurred over the course of two semi-annual planning meetings with the business line. Along with the marketing leader, Patty moved from presenter of information during a short portion of the meeting to leading a real dialogue with the business line regarding their hopes, needs, dreams, and aspirations. 

The culmination of this dialogue brought the groups to the celebration dinner “toast”—a sign of her acceptance as a partner.  It was a long journey … but one that looks like it will continue on much more sweetly than would have been conceivable at the outset.

Every relationship has its own history, obstacles, and dynamics, of course — but taking some of the steps noted above may help restore some of the tattered working relations in your own organization. To this—and to everyone like Patty working hard to change group dynamics for the good—we raise a glass in hope, and in celebration. 

We’re all familiar with the idea that part of a leader’s job is to build up the confidence of employees in the organization — particularly those just starting out in their careers.  A recent experience reminded me, however, that sometimes we also need to build up the confidence of those who we assume are already very confident: executives and other accomplished professionals.

When Things Get Overwhelming

I had the privilege of facilitating a two-day planning meeting for a group of executives contemplating a rather ambitious project: developing a training academy and certification program that would become the standard in their industry.  Working diligently in a very pleasant conference facility in the Arizona desert, the team soon had several whiteboard’s full of potential curriculum designs and course outlines spread around the boardroom.  As we did a brief re-cap before dinner, I was quite struck by the group’s reaction.  As each person took in the array of courses and materials noted on the boards, they vocalized a reaction I wasn’t expecting: they felt a bit overwhelmed.

I was quite startled by this.  The participants were all very accomplished in their field and prominent leaders in their respective organizations.  And yet, even for this group, the size of the task before them — laid out in visual form on the whiteboards — was somewhat daunting.  “I’m not sure I’m qualified to teach even one of these courses,” one remarked quietly, spurring “me, too’s” from the others (all CFO’s or the equivalent).

Remedies: Breaking Tasks into Pieces

After I recovered from my surprise, I quickly moved forward with the first two tactics that came to mind:

• Breaking the larger tasks down into more manageable pieces
• “Giving them permission” not to have to accomplish it all in one fell swoop

Instead of looking at a 50-item list of topics, we grouped the topics into more manageable segments—leaving the group breathing easier at the thought of designing 10 courses, rather than 50.  At the same time, I went back to the maxim that “Rome wasn’t built in a day,” and encouraged them not to feel they needed to teach everything they knew all at one time, as it would be equally as overwhelming for the students as it would be the instructors.  In other words, they could start small and build from there.

Lessons Learned

“Make dreams, not resolutions” was a slogan I saw in my Twitter stream recently, and I’ve been quite captivated by the thought.  In that spirit, I offer these few words of encouragement as we head into a new year that—despite looming fiscal cliffs and on-going worldwide strife—is, as always, full of hope and new possibilities.

Resolutions are Duties, Dreams are passions

As a planner by nature, I’m a huge believer in setting goals and establishing plans.  Yet, oddly enough, this doesn’t extend to New Year’s resolutions.  While resolutions are a type of goal or plan, somehow there’s something very downcast and difficult about “resolutions.”  Too often, they seem to be about “giving up” something, rather than moving toward something with vigor and spirit—a duty or obligation rather than a passion.  This is why, I think, resolutions often go by the wayside after only a few days or weeks.  They don’t elevate our hopes or engage our dreams.

We all can be more organized, or manage our time better, or be more focused, or more responsive, or stop doing this or start doing that.  Those are all on our checklist as mature adults—and we should do our best to improve in each area.  But in terms of charting a path for the new year, they’re not going to truly inspire many of us.  What if, instead, our goal was to dream a new dream, or to re-invigorate an old one … even if it’s one that might strike some as impractical or unrealistic?  Maybe so—but that’s ok.  It’s your passion, and who knows where it might lead?

What If

… you gave yourself permission to pursue your love of foreign cultures by pursuing your certificate in global human resources—even if your current duties don’t extend any further than supporting the branch office in Piscataway?

… you sat down and put fingers to keyboard and wrote the novel, or short-story, or blog that you’ve had in your heart and mind for the longest time, but were never confident enough to begin (or finish)—even if you’ve never published a word of your thoughts before and have no idea where to begin or whether anyone else might find it interesting?

… you let out your inner volunteer (and inner leader) and gathered a few like-minded neighbors to start the food pantry for the needy in your community that you can see in your mind’s eye—even if you don’t have much more than a few cans of soup and a corner shelf in a garage to start out with?

… you set out to learn Italian (or Russian, or Hebrew, or Chinese), for no other reason than you’ve always wanted to speak that tongue, so you beg or borrow cd’s for your car to study in peace on your daily commute—even though you’re not gifted at languages and your high school French teacher shook her head disapprovingly when you tried pronouncing even the simplest phrase?

Looking Forward

Any of these things—or a million others—might inspire or engage you, and could  lead you in untold wonderful directions.  Or, they might lead nowhere other than having accomplished the thing itself.  Either way, they’re sure to lift the spirit and re-set your perspective on the world around you.  Thoreau advised us to “advance confidently in the direction of your dreams.”  Indeed.  That’s something no resolution could give you.

Special wishes for a truly wonderful, meaningful, and inspired 2013!

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The holidays are a season of lights, and a season of gifts–gifts given, received, and cherished. In that spirit, I wanted to take a moment today to share with you some gifts that I have received from family, friends, and colleagues that have deeply touched my professional and personal life.

I have been truly blessed to have had many role models, guides, and mentors who have been so kind and caring to share their wisdom and their life’s example with me. To those named below, and to the many others not named but who have contributed a warm smile, a caring thought, or a helping hand, I thank you for all you have done for me and for the many lives you touch each day.

• For my parents, grandparents, aunts and uncles – for showing me how to care for and about people every day, with kindness, support, compassion, and dignity
• For my brother James – who showed me how to conceive and develop the systems and  processes you need; and for my brother John – who showed me that success is showing up and getting the job done day after day with excellence
• For Kathy – who showed me that drawing clean lines and tidy policies is great, but reality isn’t always so neat and clear, and taking care of people’s needs is the important thing
• For Vicki and Gretchen – who both taught me that having a good answer is important, but doing the hard work to prepare the fields in advance is what helps the answer be accepted and take root
• For Doug – who showed me what thinking outside the box looks like, and that taking people out of boxes and putting them into positions where they can do their best work is really the only way to recruit and sustain excellence
• For Jeff – who taught me that the best way to support the business is to know and love the business
• For Martin – who showed me that the best “employee relations” starts with the question, “How can we help?”
• For Paula – who encouraged me to say what I needed to say with a clear voice and a strong heart, and that people would respond to clarity and sincerity above all else
• For Vicki – who taught me that executives are just like you and me–if you remember that they have their doubts and fears and want some peace and comfort and milk and cookies at the end of the day, you’ll be able to work with them all just fine

Merry Christmas, Happy New Year, and wishes and blessings for a year of peace, healing, happiness, and fulfillment. May we all have our milk and cookies and comforts today and always!

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Do we lead as good shepherds … or simply as hired hands?

“The good shepherd lays down his life for the sheep. The hired hand is not the shepherd and does not own the sheep. So when he sees the wolf coming, he abandons the sheep and runs away. Then the wolf attacks the flock and scatters it. The man runs away because he is a hired hand and cares nothing for the sheep. I am the good shepherd; I know my sheep and my sheep know me…and I lay down my life for the sheep. ( John 10: 11-15)

Today’s post departs from my usual focus on business leadership to examine political leadership in the wake of Hurricane Sandy’s massive destruction in New York and New Jersey.  My comments reflect not the sentiments of any political party or ideology, but rather a deep disappointment with what I observe to be a failing of leadership from many quarters—as many succumbed to style over substance.

The Approaching Storm

As Hurricane Sandy approached, leadership at the local, city, and state levels seemed to do a very good job getting the word out to the people.  And then, when the storm hit as hard (or even harder) than expected, political leaders were everywhere to be seen—holding hourly press conferences, surveying the storm damage, and generally maintaining everyone’s spirits with calm pronouncements, heartfelt compassion, and a palpable presence.

At the worst of times, political leaders rose to the challenge and showed their finest colors.  For 24, or 48, or 72-hours, it was inspiring to watch. Resources were marshaled, hope was spread, and there was a clear sense of direction, engagement, and can-do, we’ll-repair-and-rebuild, by-your-side-every-step-of-the-way leadership.

And then a funny thing happened… as the days passed, and  the tv spotlights started to dim, the politicians–who seemed to be everywhere only days before–suddenly became harder and harder to find.  This is natural, you might say: “Life goes on.  We have to return to normal.”  Fair enough—except, the job wasn’t done.  Tens of thousands or more were still without power, waiting in the cold, stranded and forgotten –without even an estimate of when they might be able to return to their homes.  Gas lines persisted; rationing continued … but leadership largely disappeared.

Leaders who had proclaimed “we’ll-keep-at-it-until-every-last-light-is-turned-back-on” suddenly seemed passive and unengaged.  Titans who days before could move heaven and earth were now flummoxed by details of not having enough electricians to certify that damaged homes could handle the power that was ready to be sent their way and generators never quite made it to those who needed them .  The people suffered, and leaders were invisible.

Conclusions

It was a massive storm, and it only makes sense that it would take extraordinary effort to restore and rebuild.  Hundreds of thousands of people –first responders, tree crews, electrical linemen, and the like—answered the call of duty and performed selflessly and courageously.  Of our most visible leaders, though, I’m not sure the same can be said.

The question for leaders that this brings to mind is, do I lead for-real … or for-show?  Am I a good shepherd—a servant-leader who puts my people first, and who stays with the task until it is done? Or, am I superficial leader who is brilliant in front of a camera and shines through a photo-op, but who shrinks from view once the lights dim?  Let us hope that more of our leaders (political, business, and otherwise) rise to the challenge of the former rather than the later.

Post Script

I had never heard of Joe Lhota and John Samuelson before I saw their names in the New York Post the other day.  These gentlemen (the chairman of the Metropolitan Transit Authority in New York and the head of the Transport Workers Union local, respectively) apparently are responsible for restoring subway service (the heartbeat of New York) far quicker than possibly imagined in the wake of the storm.  I don’t believe that they were on tv around the clock (if at all).  They just led their forces and got the job done…and stayed with the task until it was truly done.  Servant-leadership, indeed.  Deep appreciation to these men, and all leaders like them.