In the last post, I brought up my grandmother. How much of a leader was she? Most CEOs could not compete. I can't tell you have many girls have "Hope" as a middle name based on what she overcame and based on how she provided a role model for her family. That is true leadership, above and beyond what your leadership role at your job or function entails. Dialing things down a few notches, you and I fulfill leadership opportunities within our organizations. One role I have filled is as a Toastmasters district officer. I have been a director three times. I'm sure I came across as a different person each time. Let me describe these three types of leadership.
My first time through, I was very much an apprentice. The past division director escorted me to my first club visit. I sent drafts of my visit reports to my division director. I did what was asked. Opportunities came up. I kept saying "yes". Though I had goals of my own, such as giving a seminar about Podcasting, mostly my focus was on whatever the requirements were toward completing a distinguished toastmaster award. I did all my club visits promptly, served as a club mentor and gave something like thirty speeches. Working with me was a twofer. You got help from both the division director and me. Though I was not the most effective leader in my opinion, I was was recognized as area director of the year. Why? Three reasons. There was no request that I didn't say "yes" too. How can you not want to recognize the person who makes your job easier? Working with club officers, the area was presidential distinguished-- club officers are who made that happen. Third, objectively I did more than anyone else. Nonetheless, there were more experienced area directors I could name who were more effective in the sense my grandmother was effective. I checked off all the boxes of my job requirement. Others I could name inspired. But, at the summer ceremony, I stood up with my nine day old daughter in one hand and major awards in the other.
The second time through, I was a division director. I served the role supervisory to area directors. If club presidents are managers, then area directors provide supervisory support to the club presidents and the division director manages the managers. While not CEO level, this is a responsible position that has measurable impact. In theory, this role doesn't need to take more time than the area director role. In practice, it can be daunting especially if area directors have life conflicts. In this role, I had a young daughter, so I had life conflicts myself. I didn't always say "yes". I did my best, but things fell through the cracks and I failed at my attempt to start a new club. Did I inspire the area directors? I did my best. No one is naming their firstborn after me. Nonetheless, my division was recognized as "distinguished". I learned about leadership with this stretching opportunity.
Most recently, I was asked to be an area director again. One of those people who was more deserving of that "area director of the year" award asked. How could I say "no". But, before saying yes, I talked to my wife. I also made sure that I could skip certain meetings. (I was told I was the only one allowed to skip those meetings.) I did not have the time to be the one who always said "yes" and made that clear. Still, I fulfilled the role requirements better than I ever had before. Instead of giving speeches to everyone, I made listening my priority. I was not one size fits all in my direction to club presidents. I communicated requirements in a timely manner. I felt the clubs did great. The feedback I got was favorable and appreciative that I didn't harp on what people already knew. I did a better job of treating individuals as people versus as job titles. I recruited my replacement early on-- a person who will inspire. But, I felt that I had achieved growth in that I let my intuition guide me. There was a Zen to my management. Of course, the clubs were all recognized as presidential distinguished. No. Not really. COVID-19 decimated corporate Toastmasters clubs and few achieved awards. Toastmasters was not first priority to people whose jobs were unstable. Not everyone remembered how I supported them, but some did and some that I surveyed appreciated my efforts.
An emerging leader focuses on the milestones and timelines. That was my experience the first time. A better leader focuses on people first, recognizing work/life balance. That was my experience the second time. A stronger leader focuses on mission and values, using empathy and intuition. That was my most recent experience.
Working at any leadership opportunity provides personal growth. There is a Zen to being an effective leader where you and the people in the room are one. Listening, really listening, is the key. I am not a CEO level leader. I can only work toward that. The exemplar was my grandmother named "Hope".
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