Tag Archives: empower

How women lead

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Without wading into the politics of it, I want to ask a simple question: does anyone else think Elena Kagan would make a better executive than a judiciary? Everything I’m hearing about her qualifications is focused on her leadership abilities rather than her ability to be fair and unprejudiced.

I found this recent Harvard Business Review blog that uses Kagan’s nomination as a springboard to make some excellent points about the challenges and obstacles to women taking leadership roles. Emily Harburg reinforces my suggestion about Kagan’s abilities, along the way making some very important and nuanced observations about the leadership strengths women bring to executive positions. She does a good job of articulating some of the issues friends of mine have struggled with. These are issues that organizations like Wycliffe need to pay attention to.

Harburg also points out the unique characteristics women bring to leadership. Women are ideally suited for leadership in today’s collaborative environment. Many are good at “transformational leadership,” a style that empowers, mentors and inspires their followers. I’m grateful for some of the amazing women God has placed on the Wycliffe USA board, and it’s been my privilege to work with two of them closely over the last year and see the way they lead. I read somewhere recently that some studies in Europe show that companies are more successful with women in key positions of leadership, including the board. I agree: we need women in leadership!

I’d love to hear your thoughts, especially those from my female readers.

Give your vision away

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This is the way to create movements. Purpose and cause are far more important than organization and ownership. It’s about walking away from the need to “box out” or defend our territory. If you want to accomplish something more quickly and broadly than you could imagine doing on your own, open source and viral are the methods to pursue.

But release comes at a cost. In someone else’s voice, your message might not be precise. In a chaotic movement, there might be confusion about what organization to come to with questions or for support. Most efforts at branding are limiting rather than empowering. Yet marketers are increasingly willing to do what it takes to make their story “go viral.” For instance: at the end of 2009, when hundreds of filmmakers vied to make their own Doritos commercial for the 2010 Superbowl, then engaged in private marketing campaigns to find voters so that their ad had a chance to air and then a church entered the competition and the national media picked up on “the controversy,” Doritos was the big winner. You can’t buy publicity like that, and it wouldn’t have happened if they hadn’t found ways to give their message away. They figured out what was sacred and what could be turned loose. The biggest result was an unleashing of creativity.

My suggestion? Build your brand around your ability to build movements. I think Wycliffe is on the verge of being able to do that with Vision 2025, our BHAG that the Word of God is accessible for every language in this generation. Counterintuitively, the likelihood that it will happen increases as the process gets messier, the definitions murkier and the measurements more difficult.

Give power away

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Control has a lot of appeal. It’s probably the reason most people get into leadership roles. But it’s overrated. The more complex the leadership settings I get into, the more I realize that there are so many factors that are utterly impossible to control. In Leading with a Limp, Dan Allender points out the illusions and pitfalls of trying to maintain control of complex situations, crises and chaos. Control is an illusion, he says. A controlling leader tries to limit chaos and uncertainty. Instead, they should be embraced as part of the creative process.

The only solution I’ve found to the pitfalls of control is to give it away. Not to have it taken by prying apart my dead fingers, but to consciously choose to give it away. Give what away? Over the next few posts, I’ll unpack a couple of ideas.

Give power away

Autocratic leadership is a trap. It is self-limiting. The only way to accomplish all that we’re asked to do as leaders is to empower those around us to make decisions.  In The Leadership Jump, Jimmy Long says:

Existing leaders have to realize that we are not the only ones who can drive; there are younger leaders who know how to drive better in this new and increasingly technological culture.

Long calls these emerging leaders “indigenous people.” To one who appreciates technology but is never completely comfortable with it, that phrase says it all. Call me “crosscultural.”The fact is that those from younger generations can do things in their sleep that require a lot of effort from those of us from earlier generations.

Long goes on to draw from a Harvard Business Review article by Deborah Ancona called “In Praise of the Incomplete Leader.”

As existing leaders are willing to admit that they are incomplete and need others, and are willing to share the leadership with others on the team, then together they can get extraordinary things done.

Team leadership breaks past any one leader’s limitations. But let’s get practical. How do you get started? Long suggests offering well-structured questions to draw emerging leaders into the process of discovering the answers together. Dr. Steven Sample offers another simple but radical suggestion in The Contrarian’s Guide to Leadership: never make a decision that could be made by someone else. In other words, continually push decisions down. You’ll accomplish a lot more while you’re in your position, and you’ll leave your mark on the next few generations of leaders.

Long again:

We actually gain power by giving it away. It is a different kind of power. Instead of it being the power of control, it is the power of relationship, the power of shared decision making, the power of blessing.