Several years ago, I committed to sharing my thoughts on “It” leadership.
My original plan was to explain that great leaders have “It,” that we know “It” when we see it, though “It” seems impossible to define. However, I have found over the years that I need to think differently on this subject. Let’s take this from the esoteric to the practical.
In an industry that is ever-evolving, we need leaders who have “it,” the type of leadership that provides calm, direction, determination, motivation, clarity, and trust. In his book, Leadership Secrets of Attila the Hun, Wess Roberts writes:
“Leadership is the privilege to have the responsibility to direct the actions of others…It doesn’t constitute a model or a system. No model or system of leadership behaviors can anticipate the circumstances, conditions and situations in which the leader must influence the actions of others.”
Those words were written the year I began my career in Public Accounting. I assure you my gray hair provides witness to a lot of leadership experiences that can inform most situations. However, I can also assure you that there will be “circumstances, conditions, or situations” that arise that we cannot reasonably anticipate.
As a basketball coach, I would prepare my players for tough situations by practicing fundamentals. When the stress of the game was the greatest, they were as prepared as possible. We couldn’t anticipate the specifics, but we could rely on those fundamentals to react.
As leaders, we have an incredible opportunity to provide leadership that not only steadies our people but also provides motivation to embrace uncertainty.
Are you being responsive to the challenges we face, while also looking to see what opportunities may be around the corner?
Leaders with “It” should be constantly asking themselves questions about the future of their firm: How are the profession’s disruptions impacting our firm? Where do we see our firm heading, and does that vision align with our mission and values? How will we achieve our goals? Are we leveraging our ideal Intersection of Performance and Culture™?
Uncertainty can create chaos, or it can be the motivation to turn our eyes toward the future of our firms and the profession. A leader who has “it” will always choose the latter.
One more quote from Wess Roberts:
“A chieftain does not have to be brilliant to be successful, but must have an insatiable hunger for victory, an absolute belief in the cause and an invincible courage to resist those who would otherwise discourage.”
You can do this. You can provide “It.” Courageous leadership based on shared principles and values will not only weather the uncertainty but will also help create an incredible future. I’m eager to join you on the journey.