At a time of unprecedented complexity and uncertainty in both the political and business arena, it is imperative that we stop to reflect, challenge and engage with the world around us, to address issues such as climate change, immigration and globalisation.
We need leaders who inspire, care and express passion in what they believe in, what they say and what they do- Christopher Bezzina
One inspiring author who knows a lot about leadership, Lee Iacocca, back in 2007 wrote the book Where Have All The Leaders Gone?, which hits out at what he considered to be the problems facing the United States – a lack of the right people at the helm. Through his book, he argues that we have to go beyond merely acknowledging the problem and demand solutions. He offers a clarion call for change.
While writing to an American readership, the qualities he identifies that every true leader should have can easily apply to any context – be it an organisation or a country.
I believe his writings are quite relevant to us Maltese at a time when it is quite evident that we have reached a stage where servanthood, authenticity, passion, commitment and honesty, among others, do not determine the thoughts and actions of our political leaders.
Iacocca presents us with what he describes as “obvious qualities that every true leader should have”.
He goes on to say: “Maybe we can learn something before we go to the polls… Then let’s be sure we use the leadership test to screen the candidates who say they want to run the country. It’s up to us to choose wisely”.
Definitely resonates our own concerns. According to Iacocca, we need to put our leaders to the test of the nine Cs of leadership. Let us look at them in turn.
A leader has to show curiosity.
S/he has to listen to people outside of the ‘Yes, sir’ crowd in his/her inner circle. Iacocca argues that “if a leader never steps outside his comfort zone to hear different ideas, he grows stale. If he doesn’t put his beliefs to the test, how does he know he’s right? The inability to listen is a form of arrogance. It means either you think you already know it all or you just don’t care”.
Iacocca does not mince words. His advice is brilliantly forthright.
A leader has to be creative.
This is an elusive term that has become a bit of a buzzword. In my view, a creative leader is one who expresses a willingness to try something different – to think outside the box.
Leadership is about managing change. In a context of uncertainty, one needs to adapt, to get creative. We are not merely talking about innovation or having an innovative streak. What is needed is ‘innovativeness’ – the capacity of an organisation to engage in continuous improvement, hence, seeing creativity as a way of being and behaving.
A leader has to communicate.
Iacocca does not mean having the gift of the gab but “about facing reality and telling the truth”.
He adds: “Nobody in the current Administration seems to know how to talk straight anymore. Instead, they spend most of their time trying to convince us that things are not really as bad as they seem. I don’t know if it’s a denial or dishonesty but it can start to drive you crazy after a while” .
Communication has to start with telling the truth, even when it is painful. This is a mammoth challenge for us given that in our country our politicians always believe they are in the right.
A leader has to be a person of character, that is, knowing the difference between right and wrong and having the guts to do the right thing.
Abraham Lincoln once said: “If you want to test a man’s character, give him power.” Politicians have a lot of power. What indeed does it say about their character?
A leader must have courage.
This does not mean posturing and bravado. Courage is a commitment to sit down and talk. If you are a politician, courage implies taking a position even when you know it will cost you votes.
We are faced with a context where our politicians do not listen to the people; they are oblivious of those in need; they hardly ever consult but go about their work as if they know it all.
To be a leader you’ve got to have conviction – you’ve got to have passion.
The critical question is how much passion do people bring to their job? What is the connection between the person and the goals that the organisation is addressing? What meaning do we give to our lives? What meaning do we give to our job?
It is a question of commitment – built round the belief, a desire that your role is important and respected.
A leader should have charisma.
Charisma is the quality that makes people want to follow you. It is the ability to inspire. People follow a leader because they trust him/her.
A leader has to be competent.
Iacocca notes that this seems obvious! You’ve got to know what you are doing and you’ve got to surround yourself with people who know what they are doing.
I would add that only ‘together’ do people achieve their dreams, what may seem impossible. It is a question of coming together to achieve a ‘common purpose’, a purpose that is felt and desired. Only then can we have full and unconditional commitment.
The last C is that of commonsense – the ability to make good judgments and behave sensibly.
In order to make sense of the real world one needs to be with the people. Only in this way can one go about making meaningful decisions.
Leaders are made not born. Leadership is forged in times of crisis. Naturally, very few leaders have all nine Cs.
Iacocca notes that different times require a different emphasis. What are the leadership qualities that these times cry out for? Iacocca names four: curiosity, communication, character and competence. I tend to agree and regard these as critical for a country that has come to a stage where we need to challenge the arrogance, the self-centredness, bigheadedness and manipulative nature of politicians who are intoxicated with power and the hangers-on in the inner circle.
Character, in my opinion, comes first. We need exemplary leaders, people who demand equality of sacrifice, who are there primarily to serve.
We need people who embody honesty and live a life of integrity. When our leaders have integrity their words and deeds match up. However, as John Maxwell points out, “sadly, integrity is a vanishing commodity” adding that “personal standards are crumbling in a world that has taken to hot pursuit of personal pleasure” (1993: 35).
A leader needs to have strong communication skills. S/he needs to have the ability to convince. To do so, a leader has to get outside the cosy insider’s world and meet and discuss matters with people who hold different opinions and views.
My-way-or-the-highway attitude does not tell much about one’s ability to communicate (or does it).
Curiosity: a leader needs to express a yearning for learning, to seek out what people have to say rather than listen to what they want to hear. They show interest in themes that are at the heart of life and its development. They motivate and radiate passion.
Competence implies a leader with commitment to all things that make and can make Malta stand out as a country. Hence, a focus on its values, its principles and ideals as they are expressed in our factories, in our fields, in our communities and families.
We need a leader who can bring people together.
However, in a context fraught with indifference and insensitivity towards people, I would also add care as a quality that is central to leadership.
Jack Kahl notes that “caring is what ties leadership to the human condition” (2004: 86). Showing that you care about others has to be expressed through one’s actions and not merely expressed through words.
Care motivates and is recognised as a critical factor in any organisation’s success. We need leaders who will not only pay lip service to this quality but walk the talk.
Maxwell had defined leadership as influence – nothing more, nothing less. We definitely are in desperate need of leaders who inspire, care and express passion in what they believe in, what they say and what they do. The absence of such leaders will continue to drive this country into the ground.