A recipe for successful leadership

How we think about leadership is changing to a more team-oriented focus and model

“If you want to go FAST — go alone.” “If you want to go FAR — go together.”

There is a group of 12-15 people who have been meeting every couple of months to talk informally about community leadership issues. The format is simple: someone is asked to make a presentation on a topic and then facilitate discussion on a specific question. I was invited to lead a discussion on leadership based on my personal experiences.

Leadership can present itself in many forms and styles. My recent experience with leadership emanates from the political arena. Over 28 years of elected public service my views have changed. I do NOT believe political parties should be tribes to which we pledge undying allegiance. At best they are organizations we can periodically access when convinced they represent the best interest of our community.

Leadership is about vision. Ever notice how the world tends to stand aside to let anyone pass who seems to know where they are going? Great leaders somehow have the capacity to go to a place where there is no path and blaze a new trail.

How we think about leadership is changing. In our fast-paced, ever changing world, leadership has become more team oriented. Organizations that work to forge a shared sense of purpose can often achieve amazing things.

Over the years I have developed a theory of effective leadership. I called it my AIME approach.

A is for affirmation — if a leader can affirm excellence and exceptional performance the likelihood of replicating that performance is enhanced. This can help to generate a positive performance circle.

I is for inspiration — people do not want to be led by a pessimist. They react positively to a leader who can inspire, who can bring out the best in others. Inspired people are more creative and more likely to learn from their successes and grow from their failures.

M is for motivation — all the team skills in the world will not create success unless a leader can motive.

E is for enabling, or if you prefer, equipping and educating — the goal is to assist people to understand, embrace, develop and celebrate their giftedness. Does an organization foster a climate for skill acquisition and development? If so, is that process collaborative?

Great leaders read to learn, invest time getting to know their colleagues, and are quick to acknowledge their own failings. Recent Harvard research shows the single most endearing quality of a good leader is one quick to admit they were wrong and then work with others to find a second or third right answer to a presenting issue.

After making several general comments on the topic, I put (as requested) this question to the group: “Given our recent municipal election, what advice would you offer your council and councillor on forging a shared sense of purpose to move our great city forward?”

The responses were fascinating. Here’s part of what was said:

Always attempt to take a broader perspective than simply your own ward.

Believe that “none of us is as smart as all of us,” make a list of ALL the ideas and issues raised by those who placed their name on the ballot. Distribute that emergent list to all members of council and sift through those issues and ideas to determine together where there may be consensus.

Make a concerted effort to define some core rules of engagement so as to proactively create an environment where councillors can disagree without being disagreeable.

Park your egos at the door. You all came to council the same way — you were elected! Try to respect each other. If you’ve got a personal gripe, try to settle it privately. Forget trying to score cheap political points at a colleague’s expense. In the long run it may be better to give someone a piece of your heart rather than a piece of your mind.

There will be critics along the way. Many critics know exactly where they want to go but have no clue as to how to drive the bus. Remember patience is more often than not still a virtue.

Try as best as possible to be consistent with each other.

Remember this is your city, but it belongs to everyone else as well! Try to find practical ways to engage citizens and especially our young people in building a more caring, compassionate and complete community.

We’re trusting that by working together with a “shared sense of purpose” our great city will thrive under your leadership. Good luck!

Ted McMeekin is a former MPP, provincial cabinet minister, mayor and municipal councillor