A521.9.4.RB_FodenJohn (Reflections on Leadership)

We suffer too many bad examples of leaders: Richard Nixon, Saddam Hussein, Adolf Hitler, Josef Stalin. Fortunately, we also enjoy many good examples: Winston Churchill, Billy Graham, Abe Lincoln, George Washington, Steve Jobs. Being a good leader is not for the faint hearted and most definitely not for those who don’t seek to serve others. Leading is not telling others what to do or think or even being “in charge.” Leadership demands vision, demands selflessness, and mentors for the long term benefit of the mission and others. Throughout his book, The leader’s guide to storytelling, Denning (2011) stressed and detailed the insightful, unique, and influential roles stories serve in cultivating effective leadership. Prior to reading Denning’s (2011) book, I hadn’t made the connection between a leader’s effectiveness and his/her ability to tell and leverage stories that resonates meaning with the audience or organization. Stories are meant to “paint” a picture or share the storyteller’s vision to galvanize listeners to act.

However, leadership is more than telling a captivating, emotional story to advance an agenda or protect an idea. Denning (2011) introduced the interactive leader as one who involves and embraces (rather than fights) the world around. Interactive leaders participate (up close with their organizations), connect (with their followers), converse as equals (with all), see and embrace (the possibilities), remain relevant (to today’s demands), boast passion (for people and mission), pursue the “fun” (in their work).

Denning suggested an interactive leader “thrives on the connection between things” and boasts several dimensions. I’ve enjoyed numerous leadership opportunities in my 25 year Air Force career, four and a half years of those in command. Consistent with interactive leadership tenets, my focus had been on accomplishing the mission and serving my squadron members. We all can leverage nuggets of participatory leadership to apply in our own roles and opportunities in leading others.

·         Interactive leaders work within the constraints of their environments (rather than fighting them). Don’t push against the world by trying to accomplish their goals without engaging with their surroundings. Don’t apply indiscriminate constraints and guidelines that aren’t consistent with the operating environment. Although I brought a few personal “quirks” to my commands like being impatient and excessively focused on detail, I led my charges within the constraints of military dictates and superior commander expectations. I worked diligently to understand my boss’ priorities, convey those to my unit, and then leverage the strengths of my squadron to meet those priorities. Over three commands, my squadrons served in combat zones (without fatalities), excelled in inspections, improved processes, and reduced spending, as well as supported aggressive, 24/7 flying missions.

·         Interactive leadership creates and removes elements from our “tool kit.” It improves traditional management functions including command, regulation, and optimization with added capabilities. However, it eliminates negative controlling and excessive damaging winner-take-all attitudes.

·         Best of all, interactive leadership expands on personal integrity and authenticity. Followers will respect a leader because of the time, energy, and commitment (s)he invests in the organization and with colleagues and subordinates. Others trust a leader’s professional judgment because they’re confident you’ve mastered your responsibilities and complex environment. Denning (2011) summed it up, “Because you listen to the world, the world listens to you.” The Air Force core values (Integrity, Service, Excellence) helped bolster those same values I held personally and employed in order to command. I commanded everyday understanding others assessed my actions to make sure they supported my comments. While disciplining, I relied on the counsel of others and invested time to meditate/contemplate to render the most fair and timely judgments I could. I’ve issued Article 15s (non-judicial discipline) to those whose work ethic I admired people as well as to those who I disliked. I found consistency to be the greatest challenge of all. I visited frequently with my squadrons during my “walk-arounds.” Heck, I even helped change oil and balance books to demonstrate I wanted to better understand their work.

·         Most definitely interactive leadership doesn’t depend on a published hierarchy. Team success relies on every one “stepping up” to share responsibility, contribute to supporting mission success, and mentor others.

·         Interactive leadership focuses on achieving concrete results, not simply mastering academic concepts. I have to be able to tell captivating and meaningful stories, not simply know how effective story telling would make me a better leader. Command “forced” me outside the “academia” of leadership theory. The more I read books and attended seminars about leadership, the easier leadership seemed. Sure, books and speakers professed leadership was hard and challenging due to people challenges. However, I couldn’t realize how exceptionally challenging (and rewarding) it would be when I sat in the commander’s chair to deploy someone who had already been over in the desert four or five times or would miss his/her anniversary or birth of a child. Or perhaps, how difficult it would be to harshly discipline a good Airman who simply made a mistake. Although I’ve made a lot of great, impact stories throughout my25 years, I’ve found it very difficult to share those stories in order to impact future leadership opportunities.

References

Denning, S. (2011). The leader’s guide to storytelling. San Francisco, CA: Jossey-Bass.

McKay, M., Davis, M. and Fanning, P. (2007). Messages: The communication skills book. Oakland, CA: New Harbinger Publications.