Articles
Are You Saying Who You Are, or Who You're Not?
By Margaret J. Marcuson
How do leaders say who they are? In a highly polarized society, leaders and groups often define themselves by what they are not. If as a leader I find my predecessor was not very effective, I can define myself or be defined by others as not-that-other-leader. I am not so critical, not so disorganized, not so authoritarian. I can make myself look good and feel good by this approach, at least in the short term. But my leadership ends up being against something, rather than standing on my own ground.
I can define myself in other ways, too: as not-liberal or not-conservative, for example. Others will be happy to join me, and we may all feel good as we look at those others we are not like.
But the most productive and effective leaders define themselves positively, stake out some ground of their own to stand on: "This is what I believe," "This is where I am headed." People want clear and mature leaders. Self-defined leaders do not willfully insist that others agree with them, nor do they vilify those who disagree. They simply state who they are and where they are going.
When we do take a stand in this way, when we define ourselves positively for our own sake and for the sake of those we lead, we may experience a reaction. "How can you say that?" "Don't you agree with me that —" Criticism from within may increase for a time. But when we can hang on to our piece of ground solidly but not rigidly — "that's just how I see it" — we can find that others begin to come along.
Groupthink is a powerful force, and we need to create some space for ourselves to discern what we actually do think and believe. I often find I think better out of town, or at least out of the office, so I create regular opportunities for myself to reflect, meditate, and clarify my own purpose and direction.
And then we have to find the courage to say what we think. As leaders we are vulnerable when we take a positive stand. We have to manage our own internal anxiety, and our natural tendencies which may include hiding our views or willfully insisting others agree with us. But when we clearly say to those we lead, "I'm headed this way," and openly invite others along, we create the potential for genuine progress forward.
Margaret J. Marcuson is a leader of leaders, ordained minister, and teacher and student of human systems. She speaks and writes on leadership and works with faith leaders nationally as a consultant and coach. She is based in Portland, Oregon. Sign up for her monthly newsletter, The Leadership Adventure, at www.margaretmarcuson.com
